Project managers with effective leadership styles are an exclusive contributor to the success of a software project. A review of the literature reveals the existence of the gap with respect to whether successful attainment of organizational objectives is mainly determined by the quality of relationship that exists between the project manager and his team associates. It also emphasises the dearth of research focusing on significant leadership style in software project management domain. The purpose of this study was to investigate the differences in leadership styles (transformational, transactional, passive/avoidant and technical) of project managers of successful projects as perceived by their subordinates and to explore the relationship between integrated leadership styles of software project managers and the leadership outcomes, like: project team members’ willingness to exert extra effort, project manager’s effectiveness and satisfaction with their project manager. Since, the mid 1970's project management started to be known as a separate discipline. During the early phases, project managers were selected on the basis of their technical expertise. Kerzner (2000), point out that project success was measured by the technical merit of the project with little or no concern for the knowledge of business or its clients. Later, when the principles and practices of project management evolved, it focused on the behavioral aspects of project management with main emphasis on the managerial and leadership skills of the project supervisor/manager. Today, it is expected that modern project managers should possess basic technical skills and significant business expertise along with leadership skills. Managers must not only need to be involved in the day-to-day technical activities of their firm, but they must also successfully provide vision that will lead, inspire and stimulate workforces. In another research work led by Cambridge University’s School of Business and Economics, found that 80% of projects failed because of ineffective leadership found that projects failed to achieve successful results because of three factors: the organizational background, the external environment and the technical basis. Failure in the organizational framework can be due to leadership, corporate culture, corporate project knowledge base and top-level support. Failure in the external framework is linked to competitors, suppliers, clients, vendors, government and education. Failure in the technological framework can be due to hardware, software and tele-communications or a combination