Many projects continue to fail despite the use of established project methods and techniques as the leadership competency required for successful project outcomes have been found lacking. Previous research has stopped short of identifying leadership as a factor that has affected or influenced project outcomes. A project’s success is, in part, contingent on effectively managing the constraints of time, costs, and performance expectations. In order to achieve this it is essential that the project manager possess and display appropriate leadership skills. Servant-leadership is recognized as a model that could contribute to overcoming many of the leadership challenges faced by organizational leaders. Empirical evidence indicates no evidence of research on servant-leadership that have established it as factor in project management. The objective of this study is to add to the existing body of project management leadership research by investigating if there is a relationship between servant leadership and successful project outcomes. Participants in this study were members of the Project Management Institute (PMI) and who have had some relationship with project initiation and implementation. The study used a quantitative descriptive approach to determine whether or not a relationship exists between successful project outcomes and servant-leadership. The results of the study indicated a strong correlation between the belief that servant leader behaviors applied to successful project managers and factors of project success.