This paper examines the relationship between leadership and megaprojects with various degrees of organizational and technological complexity. As of today, previous literature has mainly focused on time- and costs as performance measurements whereas effective control have been identified as a success factor. A definite gap remains within literatureof the impact that leadership characteristics has on megaprojects but also how complexity characteristics can be distinguished. This report has researched these phenomena by comparing theory with reality. The purpose of this paper was to concretise relevant depictions from different objective criteria related to organizational- and technological complexity. But also, how the leadership takes form and distinguishes regarding the degree of project complexity.  To answer the research purpose, this study has adopted an abductive research approach. The theoretical framework has had a prominent role in practical observations and the categorization of objective criteria whilst the authors have made relevant interpretations and generalizations. The papers theoretical framework has derived from stakeholder theory, organizational- and technological complexity, adaptive- and relationship-oriented leadership that is put together in a conceptual framework. With a qualitative research method this paper has conducted 10 semi-structured interviews with project executives, project managers, project directors, chiefs of staff and governmental coordinators. The qualitative data from the interviews have later been analysed through a thematic analysis and coded after the papers objective criteria. The reports results indicates that adaptive and relationship-oriented characteristics can be identified in all complexity dimensions but in different extent. Relationship-oriented leadership is used in a higher degree when the organizational complexity is dominant whilst the adaptive leadership have surfaced more irregularly throughout all of the dimensions. This study has been able to probe that a greater amount and diversity within the stakeholder structure will generally increase the organizational complexity within the megaproject.