The increasing adoption by organizations of projected or matrix structures in a highly competitive environment brings to the center of attention the figure of the project manager, who is ultimately responsible for the performance of the project he or she commands. In this highly complex environment, where the project manager needs to lead multidisciplinary teams and, in some cases, not allocated in the same place and without hierarchical relationship, the need for the project manager to emerge as a leader. Thus, the present study aims to verify the relation of the humility and narcissism traits of the leader, evaluated by the led, with the results obtained in the Project, evaluated by the project director or similar position figure. The work examined whether these relations were mediated by psychological empowerment or fear of failure, the first being mobilized by the humility of the leader and the second caused by narcissism. The study was conducted through quantitative research with questionnaires being distributed and answered by 190 followers and another questionnaire being answered by the 68 directors of the respective projects. The findings suggest that humility is positively related with psychological empowerment and projects financial and overall performances and that narcissism is positively related with the projects quality and overall performances.