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The purpose of this paper is to examine the importance of self‐efficacy in facilitating the joint management of work and family and in predicting the well‐being of employed mothers.

Via a self‐report questionnaire, data were obtained from 300 full‐time professional women on measures of: work interfering with family (WIF), family interfering with work (FIW), self‐efficacy, emotional health, organizational commitment, and turnover intentions. Multiple regression analysis was used to examine the relations among these variables and to test for the mediation effects of self‐efficacy.

Three key findings emerged: self‐efficacy was a significant predictor of FIW and WIF, and of all three indices of well‐being; the greater the interference between work and family, the more women felt emotionally exhausted, the less committed they were, and the more likely they were to consider changing jobs or opting out of the market; and self‐efficacy mediated the relationships between FIW and WIF and all three indices of well‐being.

Findings confirm the importance of self‐efficacy in the adjustment of employed mothers. They also extend previous works by showing that efficacy beliefs not only impact general areas of well‐being, such as emotional health, but more active components of functioning as well like turnover intentions. Exactly how self‐efficacy leads to effective coping and limits the negative impacts of FIW and WIF on women's well‐being are critical issues that deserve additional attention.

This paper aims to examine the factors of financial sustainability of project management when they face complexities using the complexity theory. This research argues that to manage project complexities, the employees’ performance readiness, situational leadership style and trust in leaders increase financial sustainability.

The study used a quantitative approach using a questionnaire survey with the Project Management Institute members in Indonesia. From the total population of 190 project managers, 91 questionnaires were valid and used for analysis. PLS-SEM is the statistical tool used to test the eight hypotheses formulated in this research. The survey was designed to analyze the factors influencing financial sustainability and how these variables are related to each other to overcome project complexity issues and deliver financial sustainability.

The research recommends that to overcome project complexities, the readiness of the employees to perform is important. These variables, which are supported by trust in the leader and situational leadership, have positively significant effects on financial sustainability. The findings strengthen the initial arguments of this research and confirm the existing studies.

This research, however, comes with several limitations. First, the situational leadership was chosen in this research because of the short project duration that requires the leader to be acting accordingly based on the employee’s abilities. The short project duration made it impossible for the leader to build any relationships with the team members. Therefore, this research might not be appropriate to explain the organizational long-term strategies. Thus, it is suggested that the future research should address this. Second, with the very limited studies regarding the performance readiness and maturity, where in this research are used interchangeably, there should be further research to explain both variables independently as it holds an important role in project management and to overcome project complexities. Hence, this research adds the various studies found on the project complexities and how performance readiness, trust in leaders and situational leadership interact to increase financial sustainability in projects.

This study contributes to the limited research on the financial sustainability of project management in developing countries. Moreover, the research on project complexities has not been related to financial sustainability and, therefore, promotes a high novelty. The findings of this study also provide substantial empirical evidence for future work in the project management area.