Using Fiedler's Contingency Model of Leadership Effectiveness, which postulates that the behavior of a leader depends on the interaction between leadership style and the degree to which the environment gives the leader control and influence, a study investigated the effects of training and changes in position power on the behavior of three types of leaders with different motivational systems. The leader style of female college students was measured by means of the Least Preferred Coworker (LPC) Scale, which identifies relationship-motivated, task-motivated, and independence-oriented leaders. To test if subject behaviors vary with the favorableness of the situation and the person's LPC score, an In-basket simulation was constructed. A 2 x 2 x 3 factorial design manipulated high and low position power (2) and training (2), and used subjects with high, middle, and low LPC scores (3). Dependent measures were seven behavior categories based on the subjects' displayed behaviors, scores on an uncertainty scale, and scores on the Wonderlic Personnel Test of educational achievement. Statistical analyses were performed to test three hypotheses. Conclusions from the findings include these: (1) Directing and pleading are situationally determined behaviors while searching for information as well as threatening and criticizing are the result of interaction between the situation and the personality of the subject, and (2) a relatively short and non-intense training program resulted in a search for information under different conditions. Data analysis and suggestions for further research are included in the report. A 20-item bibliography and four evaluation scales are appended: Manipulation check questions, group atmosphere scale, LPC scale, and uncertainty scale. (JT)