Abstract
Recent research based on the Contingency Model of leadership effectiveness ( Fiedler, 1964, 1967, 1971) shows that the effect of leadership training and experience depends upon the interaction of the leader's motivational pattern and the degree to which the leadership situation is favorable, that is, the degree to which it provides the leader with control and influence. Three different studies tested the hypothesis that we must interpret leadership training as increasing the situational favorableness. Training will, therefore, improve the performance of some leaders but actually decrease the performance of others. These studies enable us to explain why previous research has failed to find that leadership training increases organizational performance.
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