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Developing economies rely heavily on construction projects. However, not much is known about how stakeholders’ engagement and leadership styles affect public construction project success. This study examines whether, the relationship between leadership styles and the success of public construction projects in Uganda is mediated by stakeholders’ engagement. Next, develops a model explaining the success of Ugandan public construction projects. In order to verify hypotheses, we adopted a cross-sectional quantitative design using structural equation modeling and SPSS. With a theoretical lens, a model that incorporates the complimentary effect of path goal and stakeholder theory helped to explain factors influencing project success. Based on a sample of 100 KCCA Construction projects, results indicate leadership style is correlated to project success; stakeholders’ engagement partly mediates the connection between leadership styles and public construction project’ success. Using a developing country (Uganda) in sub-Saharan Africa, the study adds to the literature on public project performance.