An examination of the decision styles of project managers: Evidence of significant diversity

• Published in: Information & management 1999-12, Vol.36 (6), p.313-320
• Main Authors: Fox, Terry L., Spence, J.Wayne
• Format: Article
• Language: English
• Subjects: Applied sciences; Decision making; Decision style; Decision theory. Utility theory; Exact sciences and technology; Operational research and scientific management; Operational research. Management science; Project managers
• ISSN: 0378-7206; 1872-7530
• DOI: 10.1016/S0378-7206(99)00025-7

It has been suggested that the manner in which a project manager makes decisions can significantly influence his or her effectiveness and ultimately the design of systems under his or her direction. Arguments for a structured, systematic approach, as well as arguments for a more well-rounded, ‘whole-brained’ approach have been made. However, it is perhaps more important to examine what project managers actually are. We surveyed a group of over 200 project managers from across the United States, attempting to measure their decision making styles, especially as they relate to project management activity. The survey not only identifies a person’s propensity towards a particular style of decision making, but also his or her propensity towards brain dominance, an idea or action orientation, and a preferred management level of decision making. The results of this study indicate that though each project manager is unique, as a group project managers are well-rounded and tend to solve problems utilizing a ‘whole-brained’ approach.