Synchronicity: An alternative form of leader development

by Ritchie, Thomas C., Ph.D., CAPELLA UNIVERSITY, 2009, 109 pages; 3344728


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.

AdviserJay Avella
Source TypeDissertation
Publication Number3344728

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