In recent years there has been a substantial increase in the child care services. This growth has been particularly noticeable in the rapid expansion of child development programs such as day care, Head Start, and group homes. A high percentage of direct child care services are being provided by personnel with little or no formal training in child development knowledge and methods. To upgrade staff performance and the quality of child care, staff training programs have been developed. These programs generally emphasize field-based training. For instance, Head Start (A Guide for Training, 1973) has proposed that "approximately 50% or more of the trainee's total training time must be spent in supervised field work" (p. 41). Similarly, residential child care is also developing on-the-job training methods and materials (Sebring, 1974). The field-based approach relies heavily on the competence of the trainers or supervisors to ensure adequate training. Generally, the criteria employed to select supervisors are a substantative knowledge of normal and abnormal child development and extensive experience in the application of child care methods. Supervisors frequently rely on their own interpersonal skills and theoretical orientation as well as on the behaviors they have observed in their supervisors and colleagues to formulate a "s ty le" of supervision. Programs have been designed to improve supervisors' skills (Young & Young, 1971; Dussault, 1970). However, according to Goldstein and Sorcher (1974) the majority of these programs "are not based