IN THE COOPERATIVE EXTENSION SERVICE, STYLES OF LEADERSHIP PROFOUNDLY AFFECT THE QUALITY OF THE SERVICE RENDERED. ACCORDINGLY, MAJOR INFLUENCES ON ADMINISTRATIVE CLIMATE AND EMPLOYEE PRODUCTIVITY ARE EXAMINED IN ESSAYS ON (1) SOURCES OF JOB SATISFACTION AND DISSATISFACTION, (2) MOTIVATIONAL THEORIES BASED ON JOB-RELATED SATISFACTIONS AND NEEDS, IDENTIFICATION WITH ORGANIZATIONAL GOALS, THE MASLOW HIERARCHY OF PSYCHOLOGICAL AND OTHER NEEDS, AND ATTITUDES, (3) THE NATURE, REQUIREMENTS, PROBLEM AREAS, AND VARIABLES OF ADMINISTRATIVE FEEDBACK, (4) THE CONTRASTING LEADERSHIP STYLES OF ADMINISTRATIVE MANAGERS (USUALLY EMBROILED IN DAY TO DAY ORGANIZATIONAL DECISION-MAKING) AND ADMINISTRATIVE LEADERS (ORIENTED TO LONG-RANGE PLANNING AND GOAL SETTING), AND (5) THE VALUE OF THE COUNSELING APPROACH (FACE TO FACE EXCHANGE OF IDEAS, OPINIONS, AND FEELINGS IN A FRIENDLY ATMOSPHERE) IN EDUCATING EXTENSION PERSONNEL AND CLIENTS. (THE DOCUMENT ALSO INCLUDES THE CASE HISTORY OF A SUCCESSFUL OHIO COOPERATIVE EXTENSION WORKSHOP ON MEANS OF IMPROVING INSTRUCTION.) THIS JOURNAL ISSUE IS AVAILABLE, FOR $1.50, FROM JOURNAL OF COOPERATIVE EXTENSION, 107 AGRICULTURAL HALL, UNIVERSITY OF WISCONSIN, MADISON, WISCONSIN 53706. (LY)