This paper describes the results of one Army officer's experiment in applying the techniques of psychological research on the job. With a view to developing his subordinates' leadership ability and initiative, and permitting them an active role in managing the battalion, he emphasized particularly the principles of "contingency management" (motivation by incentives), "participative management" (group problem-solving and decision-making), and "performance counseling." Despite some initial resistance by other officers, the experiment paid off in terms of battalion morale, which was rated high, responsiveness, and esprit de corps. Although emphasis was on self-motivation rather than the threat of punishment as a motivating force, there was no breakdown in discipline. Future development and field-testing will be needed to provide additional information for evaluating the use of such leadership techniques in the Army. (Author)