This paper reports on the findings of a piece of research work aimed at investigating and analysing the impact of stress on the effectiveness of site managers as leaders. The sample of the study included semi-structured interviews with 71 site managers at the sharp end of production and their superiors. The investigation was more specifically concerned with the impact of three types of stressors, namely boss stress, job stress and environment-job stress. It was revealed, among other findings, that the impact of stress on site managers followed to a great extent the typical inverted U-shaped pattern. Moreover, the results showed that the impact of stress is contingent to a large extent upon the type of stressors.
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