Conceptualizing defensive silence in project-manager-to-project-sponsor communication

Abstract

Purpose

The purpose of this paper is to gain a greater understanding of fear-based information withholding in project-manager-to-project-sponsor (PM2PS) communication and to propose future research directions.

Design/methodology/approach

The research consisted of a review of the literature related to the withholding of information in subordinate-to-superior communication and in PM2PS communication. Literature from project communication studies and literature from general communication theory was consulted.

Findings

Using defensive silence theory as a conceptual framework, five research propositions specific to fear-based information withholding in PM2PS communication are offered.

Research limitations/implications

The study findings are limited to PM2PS communication based upon fear. The study provides a foundation for further research in this area within the conceptual framework of defensive silence theory.

Practical implications

The practical implication of this paper is that certain perceptions and behaviors of a project sponsor can be related to fear-based information withholding in PM2PS communication.

Originality/value

The originality of this paper is that it extends defensive silence theory into the realm of PM2PS communication. The value of this paper is to provide a catalyst for subsequent empirical-based research in order gain greater insight into fear-based information withholding in PM2PS communication.

Citation

Perkins, D. (2014), "Conceptualizing defensive silence in project-manager-to-project-sponsor communication", Leadership & Organization Development Journal, Vol. 35 No. 1, pp. 2-19. https://doi.org/10.1108/LODJ-05-2012-0027