Summarizes recent studies based on the contingency model of leadership effectiveness, which suggest why research has failed to show that leadership training and experience increase organizational performance. The contingency model postulated that group performance depends on the match between situational favorableness, i.e., the leader's control and influence, and leadership motivation. The empirical evidence, reviewed here, supports this hypothesis. Based on the contingency model, new strategies of leadership training and job rotation are suggested. (Author)