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Exercise 34: Create an autobiography of your leadership
development experience. In each previous 5-year period of your life,
write down what you believe to be the highlights of your leadership
development, the impact you have had on the development of others,
or both.

Now look out over the next three to five years, and write down
specific accomplishments you would like to achieve in terms of your
development as a leader or the leadership development of those
around you. 291

Who Are the Organization’s Potential Leaders?

The bottom line in leadership isn’t how far we advance ourselves, but how
far we advance others. John Maxwell.

Organizational leadership is a complex issue, as previous chapters of this
book have hopefully demonstrated. Leadership in nonprofits is provided
by stakeholders, by Board members, by senior management, and by staff
working on their assignments. In government agencies, state and local
government is headed by a governor or mayor, with important leadership
often provided by county commissioners, city councilmen, or legislators.

Senior management takes its lead from these leaders, translating their
vision into the leading and managing of their area of governmental
responsibility. Mid-management further pursues that vision, managing
and leading their department and staff. Finally, staff has the responsibility
for leading and managing in their areas of responsibility.

All nonprofit and government organizations have to deal with their
leadership “pipeline.” Where will the needed leaders come from in the
future to ensure the sustainability of the programs. Many organizations
and agencies initially focused on the talent supply for senior management
positions. Their earliest efforts were aimed at grooming or hiring people

291 Bruce J. Aviolio, Leadership Development in Balance: MADE/Born, Mahway NJ: Lawrence Erlbaum
Associates Publishers, 2005, p. 79.

David Kolzow 273