A team leadership program for academic administration was undertaken at the University of Akron under Kellogg Foundation Funding. A screened sample of 108 persons was admitted to training, which consisted of role analysis, education in the structure and function of the university and higher education in general, team building, analysis of intergroup relations, process consultation, and practice in alternative decision-making skills. The program's accomplishments include these: the use of consultants from within and outside the institution lent both continuity and credibility to the project; the participants were of high caliber and were sources of influence on campus; the varied composition of classes gave the program breadth and depth; use of simulations was very successful; and an expanded pool of trained decision-makers was developed. Several matters need followup: maintaining energy and commitment for change; shifting from a broad, institution-wide program of change to more local, intensive efforts; periodic surveys of the organization, as a form of regular feedback; and most important, training, data gathering, and feedback sessions with the people within the institution who compose a particular work group, for horizontal administrative leadership. (MSE)