AI’s Dual Impact on Project Managers’ Well-Being
Authors: Dr Xiangming (Tommy) Tao
This research explores how AI shapes the well-being of project managers. It draws on a survey of 181 professionals across industries and countries where a clear story emerges. AI strengthens confidence when managers learn how to use it and it also raises stress when it feels like a threat to job security. The difference lies in context. Psychological safety and upskilling decide whether AI empowers or unsettles people. The findings show why organisations must take a human-centred approach to AI adoption and provides key recommendations to achieve this.
Why is this research relevant?
AI is reshaping project management in real time, influencing managerial tasks, work practices and perceptions of professional roles. While these technologies can enhance performance, they may also generate uncertainty. This research examines this tension by demonstrating how AI adoption can strengthen self-efficacy while simultaneously increasing perceptions of job insecurity. The findings also point to the importance of psychological safety in shaping individual and organisational outcomes and provide practical insights for implementation. Overall, the findings offer organisations a clearer pathway for introducing AI in ways that support well-being and sustain employee engagement.
Who should read this report?
- Project managers looking to understand how AI adoption may affect their roles, well-being and career development
- Senior leaders and executives responsible for AI strategy, workforce planning and organisational change
- HR and people professionals focused on employee well-being, upskilling and psychological safety
- PMO leaders and transformation managers overseeing digital and AI-enabled project environments
- Researchers and academics interested in AI, work design and employee well-being in project-based contexts
How was this research undertaken?
This study used a quantitative survey design. It examined how AI affects project managers’ well-being in real organisational settings. An online survey collected responses through professional networks. Participants were selected through purposive sampling, with referrals extending the reach “snowball method”. The final dataset included 181 project managers who worked across multiple industries and countries. They also varied in experience and exposure to AI tools.
The survey measured AI usage, self-efficacy, job insecurity, psychological safety and well-being using validated scales. The analysis tested relationships between these variables using regression methods and structural equation modelling.
What did we discover?
The findings tell a dual story. AI both empowers and pressures project managers. Those who used AI more often felt more capable and confident. They completed work faster and made better decisions.
This improved satisfaction and performance. At the same time, some managers felt exposed. They worried about job security and future relevance. This increased stress and reduced well-being. This research showed how the environment shaped the outcome. A psychologically safe workplace reduced fear and strengthened confidence, where upskilling marked a turning point. Once managers understood the tools, anxiety faded and confidence grew.
Key recommendations
- The research recommends a human-centred approach to AI implementation.
- Organisations should support psychological safety, so project managers feel able to voice concerns and experiment with AI.
- Targeted digital upskilling is essential to build self-efficacy and reduce anxiety.
- Leaders should clearly communicate that AI is intended to augment, not replace, project managers’ roles.
- Ethical and transparent AI governance should be established, alongside a growth mindset that supports continuous learning and long-term professional development.