Organizations invest substantial resources into technology initiatives intended to generate advantages associated with improved use of human resources, increased operational efficiencies, and creating new capacities within processes and products; however, there is limited knowledge regarding how technology leadership behaviors influence project success. This quantitative nonexperimental study was used to address how leadership behaviors influence project success. A survey instrument was deployed to generate data to clarify relative strengths of any relationships found between the independent variables of technology leadership behaviors of change management, operational knowledge, strategic involvement, technology assessment, transformational leadership, and a dependent variable of technology project success. The instrument developed for this study was given to leaders who had been responsible for overseeing technology initiatives. A representative random sample of 167 respondents drawn from a variety of business sectors and organizational sizes within the U.S. was obtained to support the multiple regression and correlation analysis. Correlation analysis of transformational leadership and project success indicated a weak positive relationship, r (164) = 0.25, p < 0.01, r[superscript 2] = 0.06; correlation analysis of strategic involvement and project success indicated a strong positive relationship, r (164) = 0.42, p < 0.01, r[superscript 2] = 0.18; correlation analysis of operational knowledge and project success indicated a weak positive relationship, r (164) = 0.26, p < 0.01, r[superscript 2] = 0.06 correlation analysis of change management and project success indicated a strong positive relationship, r (164) = 0.48, p < 0.01, r[superscript 2] = 0.23; and the correlation analysis of technology assessment and project success indicated a strong positive relationship, r (164) = 0.49, p < 0.01, r[superscript 2] = 0.24. Results of stepwise multiple linear regression of independent variables of leadership in predicting project success were significant, F(3, 162) = 28.8, p < 0.01, with technology assessment, change management, and strategic involvement being meaningful predictors. For executives, findings showed operational knowledge of the organization and the industry may be more predictive than change management of success. These results have application in organizational settings as leaders make decisions regarding training activities to promote the accomplishment of strategic goals through the use of technology. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]