This study sought to identify factors which facilitate or deter leadership expression in rural extension specialists. Questionnaires were sent to specialists in ten states who devoted 50% or more of their time to extension work in production, management, and resource use, and to those working in marketing. Evaluations were secured from specialists' supervisors and from agents familiar with the specialists' work. Results included the following: (1) specialists aged 45-55 exercised more leadership than older or younger specialists; (2) those supervised by extension personnel exercised more leadership than those supervised by university department personnel; (3) specialists exercised greater leadership if they thought that such leadership was regarded favorably by administrators, felt their leadership would be accepted by others, and received either supportive or restrictive feedback from important others in their professional world; (4) despite the importance of leadership in most position descriptions, leadership tended to be deemphasized by tradition, operating procedures, and official attitudes. (author/ly)