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change. Most experienced leaders will say that the higher up they went,
the more their time is occupied by meetings that “required” their presence
and that the advent of e-mail and smart phones has them on a non-stop
information overload tether to top management and their employees.
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Therefore, effective leaders must learn how to set priorities and manage
their time to permit opportunities for developing the organization’s
leadership capacity.

A second issue around the use of time for developing leaders is that most
leadership development programs require the participants to be away from

their real job for a period of time. This includes attending classes, taking
part in projects focused on learning, being on some form of rotational or
temporary assignment, etc. The issue here is that many supervisors of the
participants may not have the same level of understanding or commitment
as the leaders who helped design the program. A feeling of “ownership”

may also exist believing that the participants are assets of their
organization and work priorities come first. This mindset must change so
that future leaders can be seen by the entire organization as “organizational
assets” rather than the personal property of top management. 311

Personal Leadership Development within the Organization

Although a program of leadership development within the organization is
important for building leadership capacity, personal learning is also the
responsibility of each member of the organization. This is absolutely
essential if a person hopes to advance within their organization. Nobody

can hope to advance in their careers if they don’t continuously attempt to
adapt or grow to meet the challenges of new responsibilities. That is why, if
you hope to expand your range of responsibilities and influence at your
job, you must make it your mission to be constantly learning new things
and seeking to apply those things to your work situation.

It is generally agreed that good leaders are made, not born. Growing as a
leader generally requires a combination of an intentional learning

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http://govleaders.org/chronos.htm.
311
http://govleaders.org/chronos.htm.
David Kolzow 289