This paper investigates the role ofleadership style used by constructionmanagers and how the style used relatesto the construction manager’s perceptionof the success of their projects. The rangeof leadership styles is investigated andthe three most relevant and appropriatestyles for construction managers areadopted for this research. These stylesare transformational, transactional andlaissez-faire.This small-scale study developed aquestionnaire applying attitude andappreciation statements regarding theperceptions of construction managersabout their leadership style and itsrelation to the performance of their mostrecently completed projectThe results show that constructionmanagers display a mix of all threeleadership styles although the greatestuse is made of the transformational style.The linkage between leadership style andproject success is less clear.Key words: Construction management, leadership, project success.