THE STUDY TESTED THE HYPOTHESIS THAT THERE IS SOME DEVIATION BETWEEN MOTIVATIONS FOR ACCEPTANCE OF A LEADERSHIP ROLE AND THOSE THAT URGE THE SAME PERSON TO SELECT ANOTHER FOR A POSITION OF AUTHORITY. LEADERSHIP-ACCEPTANCE DRIVES MAY BE EXTERNAL (REWARDS AND PRESSURES) OR INTERNAL (SATISFACTIONS DERIVED FROM A LEADERSHIP EXPERIENCE). SIX MAJOR QUALIFICATIONS FOR LEADERSHIP-SELECTION WERE PROPOSED. FIFTY-ONE RESPONDENTS, SELECTED FROM SIX SOCIAL AGENCIES IN PERTH AMBOY, NEW JERSEY, COMPRISED THE SAMPLE POPULATION. FOUR TESTING INSTRUMENTS WERE USED--A LEADERSHIP MOTIVATION INTERVIEW GUIDE, A PERSONAL DATA RECORD, AND A LEADERSHIP SELECTION PARTICIPATION SCALE (ALL DESIGNED FOR THIS INQUIRY), AND A STANDARD SOCIAL PARTICIPATION SCALE. THE CONSCIOUS MOTIVATIONS FOR LEADERSHIP ACCEPTANCE INCLUDED ECONOMIC GAIN, DESIRE FOR PRESTIGE, COMMUNITY WELFARE, CONDITIONED CIRCUMSTANCE, AND DEVOTION TO LEADER. REWARDS WERE SATISFACTIONS AND STATUS, AND SOCIAL AND ECONOMIC FORCES WERE RECOGNIZED PRESSURES. SATISFACTIONS WERE COMMUNITY WELFARE, EXPERTNESS, ACHIEVEMENT, AND STATUS. IN SELECTING ANOTHER PERSON AS A LEADER, SPECIFIC SKILLS AND PERSONAL CHARACTERISTICS WERE THE MAJOR REQUIREMENTS. CHI-SQUARE TESTS SUGGESTED THAT THESE MOTIVATIONS WERE SIGNIFICANTLY DIFFERENT FROM OTHER CATEGORIES. THIS DOCUMENT, LC CARD NO. MIC 59-6238, IS AVAILABLE FROM UNIVERSITY MICROFILMS, ANN ARBOR, MICH. MICROFILM $3.85. XEROX $13.50. 297 PAGES. (AUTHOR/AJ)