Abstract: Leadership skills may support project delivery by clarifying responsibilities and coordinating implementation. This study examined their relationship with perceived project performance at Rwanda Energy Group (REG) in Kigali City, Rwanda. Guided by Contingency Leadership Theory, it used descriptive and correlational methods within a cross-sectional quantitative design. The target population comprised 131 employees across six branches, and the reported sample comprised 99 respondents. Structured questionnaire data were analyzed using descriptive statistics and Pearson correlation. Leadership-item means ranged from 4.12 to 4.40; stakeholder communication received the highest rating and delegation the lowest. Performance-item means ranged from 4.12 for timely completion to 4.30 for quality compliance. The reported analysis indicated that leadership skills were positively correlated with perceived project performance (r = .645, p < .01). The findings support leadership development focused on delegation, team feedback and implementation oversight. They also suggest linking training to independently documented delivery indicators. Because the study was cross-sectional and relied on staff perceptions, the results establish statistical association rather than causation.