Project manager vs. executive perceptions of sponsor behaviors

Abstract

Purpose

To identify differences in perceptions between executive sponsors (ESs) and project managers (PM) regarding sponsor involvement on projects, for the purposes of contributing to project management practice and encouraging further sponsor‐related research.

Design/methodology/approach

A survey of 365 executives and managers interested in project management investigated differences between ESs and PMs in perceived importance on eight dimensions of ES behavior and three dimensions of project success during the initiation stage of a project. This study followed a previous exploratory analysis study that identified sponsor behaviors. Factor analysis and t‐tests were used to develop variables and test for differences, respectively.

Findings

Results indicated significant differences between ESs and PMs on the perceived importance of ES involvement on the critical dimension of mentoring and assisting PMs with executives indicating higher importance.

Research limitations/implications

Three specific suggestions are made which are directed toward improving project management practice. Further, additional research is encouraged on the role and influence of the ES in the initiating stage of the project management process.

Originality value

The value of this research is two‐fold. One, the investigation identified a critical project management dimension on which sponsors and PMs differ, which may account for disruptive conflict during a project. Two, the present study adds to the limited body of research on the role of project sponsors.

Citation

Kloppenborg, T.J., Stubblebine, P.C. and Tesch, D. (2007), "Project manager vs. executive perceptions of sponsor behaviors", Management Research News, Vol. 30 No. 11, pp. 803-815. https://doi.org/10.1108/01409170710832241