Every year organizations invest billions of dollars in Information Technology (IT) projects; however, IT project success rates continue to be low. Several critical success factors are mentioned in the research literature, the leadership skills of the project manager being one of the most frequently cited in the recent project management literature. However, there is a gap related to industry-specific empirical studies in the project management literature that investigate the leadership construct as a project success factor. This quantitative study examined the relationship between the project manager's leadership style, the industry type, and project success. To operationalize leadership styles and project success, the researcher used the Bass and Avolio's Multifactor Leadership Questionnaire (MLQ) 5X-Short survey and Pinto and Slevin's Project Implementation Profile (PIP) instrument. Regression analysis was used to examine the contribution of nine transformational, transactional, and passive-avoidant leadership behaviors and industry type on project success. Results indicated that all transformational behaviors were significantly related to project success, and found no significant relationship between the industry type and project success. [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.]