There is considerable interest in characteristics of project managers that are associated with their effective performance, especially with regard to their communication competencies in team settings. However, efforts to develop a research-based framework of "effective" project managers' behaviors must consider a complex array of project sizes, duration, complexities, pace, objectives, constraints, and managerial styles. This study examined a broader set of communication behaviors associated with project managers across several industries. Key finding from the purposive sample (n = 157) of project management team members revealed significant differences between the importance of "messy talk" and its reported use in their project teams as well as between the importance of open communication and its reported presence. Analyses further indicated that reported messy talk use and reported information system use significantly predicted project success. These findings offer tentative insight into the importance of communication behaviors role in project settings in general and in project managers actions in particular.
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