Investigating Leadership Styles in Multiple Project Team Membership (MTM) Settings: Effects on Individual Work Performance

Leadership significantly impacts organisational performance, particularly in environments characterised by multiple team membership (MTM). This research explores the characteristics and effects of autocratic, democratic, transformational, and transactional leadership styles on individual work performance in MTM settings using a sample size of 200 participants from the UK. Using statistical and theoretical analysis, the study finds that autocratic leadership negatively affects performance, especially among experienced professionals, due to its conflict with their expectations for autonomy. In contrast, democratic and transformational leadership styles positively influence work performance, with democratic leadership showing a stronger effect on experienced professionals and transformational leadership benefiting inexperienced professionals. Transactional leadership also enhances performance but is particularly effective for experienced individuals. This research provides valuable insights into the dynamic interplay between leadership styles and work performance. The findings highlight the importance of tailoring leadership approaches to the experience levels of employees and underscore the relevance of integrating various leadership styles to enhance organisational effectiveness in complex project environments.