This field investigation applied multiple measures to determine effects of management development training when used to increase the benefits from a long term motivational program. Two experimental groups and a control group were used. Instruments applied included the Miner Sentence Completion Scale, the Leadership Opinion Questionnaire (LOQ), and a special Pride in Performance (PIP) questionnaire. Pretest and posttest measures were obtained of the tendency of managers to behave in ways relevant to the managerial role, how they feel they should supervise, and attitudes toward the PIP concept. Effects of development training in causing change were statistically analyzed. Data from the LOQ were expanded in an overlay exhibit to elucidate the direction and magnitude of change. The study found that development training produced changes opposite to those desired by top management; top managers need to state and define clearly the organizational goals to be furthered by development courses; early coordination of evaluation strategy, selection of measurements, goals, and program design is needed for effective evaluation; and the measurement instruments did not measure the same thing. (LY)