Examining the Role of Leadership Style on Team Performance in the Construction Site of Sikkim

In the construction sector, where collaboration is crucial in intricate and changing settings, leadership has a significant impact on project outcomes. The impact of transactional, transformational, laissez-faire, autocratic, bureaucratic, charismatic, democratic, strategic, and coach-style leadership philosophies on construction project team performance is investigated in this study. The study assesses how different approaches affect team members, project managers, project engineers, and communication, motivation, and project success using survey and case data. While transactional leadership works well for guaranteeing task completion under time limitations, the data indicate that bureaucratic leadership improves team cohesion and overall project performance. Conversely, ineffective teams and subpar project results are linked to democratic leadership. These results emphasize how critical it is to use adaptable leadership techniques that consider team dynamics and project requirements. By providing useful suggestions for leadership development programs targeted at creating highperformance teams, the study advances construction management research. It also implies that adaptable leadership techniques are essential to long-term success in project settings