THE EFFECTIVENESS OF TWO TRAINING PROGRAMS ON THE PERFORMANCE OF LEADERS OF INTERNATIONAL GROUPS WAS STUDIED. EIGHTEEN AMERICAN SUBJECTS WERE GIVEN LEADERSHIP TRAINING REDUNDANT TO THEIR PERSONAL LEADERSHIP STYLE AS MEASURED BY FIEDLER'S LEAST PREFERRED COWORKER SCORE (LPC), WHILE ANOTHER 18 SUBJECTS WERE GIVEN TRAINING COMPLEMENTARY TO THEIR PERSONAL LEADERSHIP STYLE. EACH LEADER WAS APPOINTED CHAIRMAN OF AN INTERCULTURAL GROUP COMPOSED OF AN AMERICAN AND AN INDIAN, WHICH CARRIED OUT AN INTERCULTURAL NEGOTIATION TASK AND A GROUP CREATIVITY TASK. RATINGS OF THE LEADERS' BEHAVIOR AND THE GROUP SESSIONS, AND INDIVIDUAL PERSONALITY AND ABILITY MEASURES WERE MADE. IT WAS FOUND THAT LEADERS GIVEN COMPLEMENTARY TRAINING HAD HIGHER PERFORMANCE ON THE CREATIVITY TASK. AS PREDICTED BY FIEDLER'S CONTINGENCY MODEL OF LEADERSHIP EFFECTIVENESS, A CURVILINEAR RELATIONSHIP WAS EVIDENT BETWEEN THE CORRELATION OF LEADER LPC AND GROUP PERFORMANCE WHEN THE FAVORABLENESS TO LEADER DIMENSION WAS CONSIDERED. AMONG OTHER FINDS WERE--THE NONDIRECTIVE HIGH LPC LEADERS WERE RATED AS MORE CONSIDERATE THAN DIRECTIVE LOW LPC LEADERS, AND MEMBERS WERE MORE SATISFIED WITH THE GROUP INTERACTION UNDER THE PERMISSIVE HIGH LPC LEADERS. THIS DOCUMENT IS AVAILABLE FROM UNIVERSITY MICROFILMS, ANN ARBOR, MICH. ORDER NO. 65-3167. MICROFILM $2.75. XEROGRAPHY $7.40. 156 PAGES. (PT)