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Extant literature provides evidence of a direct relationship between leadership and organisational outcomes. Affective leadership styles would create shared values, commitment and teamwork amongst organisational members, which correspondingly enhances overall goal achievement. More of this knowledge area is required of the construction industry in New Zealand, particularly from the viewpoint of workers. This study investigates the relationship between leadership styles and worker performance outcomes for construction organisations in Wellington, New Zealand. Data were obtained from workers using the well-known Multifactor Leadership Questionnaire. Both descriptive and inferential statistics were employed to determine the relationship between identified leadership attributes and worker performance outcomes. The study found that there was a significant relationship between all of the leadership style attributes and worker performance outcomes. Specifically, transformational leadership was found to be the most prominent leadership style adopted. The result shows that workers accomplished set tasks and goals as an outcome of this leadership style. Regarding leadership attributes, the study found that managers exhibited more of Idealised Influence (Attributed) and Inspirational Motivation attributes than others. Also, it was found that managers' failure to engage with worker and respond to urgent matters when required (Lassiez-Faire and Management by Exception (Passive)) were identified as major deterrents to the performance of workers. This study provides extended knowledge on the importance of leadership styles with the New Zealand construction industry.

The predictive power of managers' leadership attributes on workers' performance: a case of New Zealand construction industry