The Impact Of Project Manager Resilience On Team Adaptive Performance During The Pandemic

The outbreak of the new crown epidemic at the end of 2019 has had a profound impact on domestic enterprises,especially the time-critical construction industry,and has challenged the normal operation of construction enterprises.Construction projects,as the specific implementation units of construction enterprises,bear heavy responsibilities.In the face of the constantly changing and sustained impact of the epidemic,how to do a good job in project management under the sudden epidemic has become a major issue for construction enterprises,and doing a good job in adapting to the post-epidemic era is not only directly related to the economic benefits of engineering projects,but also to a certain extent,the efficiency of construction enterprises.As the leader of the engineering project team,the good psychological state of the engineering project manager can form a positive role model effect and stimulate the positive behavior of the project team employees,so as to lead the project team to adapt to unexpected situations.Therefore,based on the background of the COVID-19 pandemic,this paper studies the relationship between psychological resilience,positive emotions of the team and adaptive performance of the project manager from the perspective of the psychological resilience of the project manager.This paper first puts forward research questions from the aspects of practical and theoretical background,discusses the significance and purpose of research,and combines literature reading,collates and analyzes the theoretical background literature on psychological resilience,positive emotions,adaptive performance and other aspects at home and abroad,laying a theoretical foundation for in-depth research.Secondly,based on the working environment of the engineering project,this paper analyzes the specific performance of the project manager’s psychological resilience and the project team’s adaptive performance in the engineering context,and then points out two influencing paths,including indirect and direct impact,on the project manager’s adaptability to the project team.Third,combined with the above-mentioned analysis process,based on the theory of team effectiveness,this paper proposes a theoretical model with two levels from different perspectives,in which the independent variable is the psychological resilience of the engineering project manager,the team mediation variable is the team positive emotion,the team adjustment variable is social support,and the team dependent variable is the team adaptive performance;the individual intermediary variable is the employee positive emotion,the individual adjustment variable is the leader-employee matching,and the individual dependent variable is the employee adaptive performance.Combined with the above research results,this study verifies the hypotheses by empirical research methods,first using SPSS for basic data analysis and regression analysis,followed by cross-level analysis using HLM and Mplus software,and analyzing and summarizing the proposed hypotheses according to the results of multiple regression.Again,from three aspects,including construction companies,project teams and individuals,corresponding practical suggestions were made for the research results.Finally,the shortcomings in the research process are analyzed,and the prospects for future research are analyzed.