This study evaluated the effectiveness of the synchronization model as an alternative form of leader development. The model was presented to 40 leaders as a comprehensive development tool that would save time when developing junior leaders. The leader feedback showed that more than 51% assessed the synchronization model as a potential leader-development tool that they would use in the future. This assessment represented a single point in time. In addition to the leader feedback, the study incorporated subordinate feedback to determine if the model caused a change in leader behavior. The subordinates assessed leader behavior change as 39% no change, 40% positive change, and 23% negative change. These results, in combination with the leader results, led to an inconclusive finding. However, the finding did not mean that the synchronization model lacked merit.
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