This study investigated the effects on group performance of both the promotion origin of new leaders (from within the group or brought in from the outside) and the reassignment of the former leader (either remaining with or leaving the group). Using the National Aeronautics and Space Administration (NASA) moon survival exercise, same-sex groups of five or six performed two similar tasks under the guidance of different leaders. At the completion, each subject completed a questionnaire evaluating group dynamics and leadership effectiveness. Prior to starting the second task, a new leader was assigned to direct the group, while the former leader either remained or left the group. Afterwards, subjects completed an identical questionnaire. The results indicated that the groups which had the new leader promoted from within performed better than the groups with a new leader brought in from outside. When the former leader remained with the group for the second task, the new leader was perceived as more people-oriented than when his predecessor was removed. Practical applications of these findings are discussed. (Author/TE)