ABSTRACT
It is probably not too much of an exaggeration to say that all large projects come under pressure at some stage in their cycle. The implication in the word ‘pressure’ is that the project team are subjected to competing forces that will push or pull them into actions that were not anticipated at the start of the project. Pressure on the collective group might come from problems such as budget overspend, programme compression or changes in personnel either within the team or in the sponsoring body. As projects and programmes grow in complexity, the likelihood that such pressures will come into play increases. Whether you care to acknowledge it or not, pressure will affect the team’s ability to perform. This chapter therefore focuses on the role of leader in coaching the team to develop a sense of resilience.
