Performance and leadership outcome correlates of leadership styles and subordinate commitment

This study aims to examine how project managers' leadership styles and subordinates' organisational commitment correlates with leadership outcomes and work performance of subordinates on construction projects. It provides significant value for both practitioners and academics. On the practical side, it seeks to inform project managers that they can adapt their leadership behaviours in order to enhance subordinates' organizational commitment, improve work performance, and consequently increase a positive working atmosphere. Academically, the study aims to provide additional insights into the leadership field by contributing to the future development of this study area.

Leadership styles and leadership outcomes were measured using Bass and Avolio's multifactor leadership questionnaire (MLQ). Porter et al.'s organizational commitment questionnaire (OCQ) was used to measure organizational commitment of subordinates. A total of 156 respondents (project managers, engineers and architects) working in construction projects in Thailand participated in the study.

The transformational leadership style has a positive association with work performance and organizational commitment of subordinates more than the transactional style. Transformational leaders produce higher leadership outcomes as well.

By applying the results in practice, project managers can adjust their leadership behaviours to support subordinates in producing high work performance and increasing leadership outcomes, whereas the human resource management function of construction companies can also utilize these results for the leadership development effort in their organization.

This paper is the first attempt to understand the influence of transformational, transactional and laissez‐faire leadership factors on leadership outcomes and work performance from subordinates in the construction industry in Thailand.