Making the Case for Leadership Development. . .

• Are you an individual seeking self-development?   Part 1 is for you.

• Are you in HR or leader who is seeking to develop a group of leaders?   Part 2 is for you.

Part 1 (Individual Self-Development)  

Making Your Individual Case for Leadership Development:

How to Secure Organizational Approval

Deciding to pursue leadership development is a proactive and intentional step. It signals self-awareness, accountability, and a desire to lead more effectively. Yet even the most motivated professionals may encounter hesitation when seeking approval to enroll in leadership training. Budget constraints, time pressures, and prior experiences—good or bad—often shape how leadership development is viewed within an organization.

Successfully gaining approval requires more than enthusiasm. It requires positioning leadership development as a strategic investment that benefits not only the individual, but the organization as a whole.

Start by Understanding the Organizational Context

Before initiating the conversation, take time to understand your organization’s current environment (assess the need). What challenges are leaders facing? Are teams navigating change, growth, engagement concerns, or performance gaps? Leadership training should be framed as a response to real business needs—not simply personal development.

When development is clearly connected to organizational priorities, it becomes easier for leaders to view participation as purposeful rather than optional.

Learn From Those Who Have Gone Before You

One of the most effective ways to build credibility is to speak with individuals in your organization who have already participated in leadership training. Ask them what the experience was like, what they learned, and how it changed the way they lead.

Their insights can provide powerful, real-world examples of impact—far more compelling than a program description. These conversations also help you better articulate what success looks like after training is complete.

Understand the Cost—and, most importantly, the Return

Leadership training is often evaluated through the lens of cost, so be prepared to discuss return on investment. While leadership development ROI may not always be immediate or easily quantified, it is realized through improved decision-making, stronger communication, increased engagement, reduced turnover, and higher performance over time.

Consider the cost of ineffective leadership—missed opportunities, disengaged employees, unresolved conflict—and contrast that with the long-term value of building stronger leadership capability.

Explore Cost-Saving Opportunities

Many organizations are unaware of available funding options that can help offset training costs. Investigate whether government or state-funded programs are available to supplement or reduce the overall investment.

Proactively identifying cost-saving opportunities demonstrates fiscal responsibility and reinforces your commitment to making the most of the organization’s resources.

Note:  Talent Authority provides California employers with direct access to state funding to offset the cost of training their California employees.

Understand Leadership Training Perceptions

Leadership training perceptions are often shaped by past experiences. One poorly designed program can leave lasting skepticism. Take time to understand your leader’s perspective by asking about leadership development they have found valuable—or ineffective—in the past.

These conversations provide important insight into preconceived notions you may need to address and help you position the training in a way that aligns with what leaders already value.

A Thoughtful Look at eLearning and Leadership Development

Many organizations invest heavily in eLearning platforms with the intent of strengthening leadership capability. While eLearning can play a role in a broader learning ecosystem, it is often not the most effective primary approach for leadership development.

Leadership is a people skill. Most eLearning is self-paced and consumption-focused, which limits opportunities for discussion, practice, feedback, and reflection. As a result, leadership eLearning can unintentionally become a checklist activity—something employees complete to move on rather than intentionally apply.

Over time, this creates a vacuum where time is spent completing modules with little observable behavior change. This is not to say all eLearning lacks value. It can be effective for foundational knowledge, awareness-building, or reinforcement. However, developing leadership behaviors—how conversations are handled, how conflict is navigated, how trust is built—requires interaction.

Instructor-led leadership training creates space for dialogue, shared experiences, skill practice, and accountability. Participants learn not only from the facilitator, but from one another. Leadership lives in nuance, judgment, emotion, and relationships—elements that are difficult to fully develop through a computer or AI-driven experience alone.

Investigate the Training Provider and Modes of Delivery

Due diligence is essential. Review the provider’s materials—program descriptions, client lists, outcomes, and resources. Consider whether the provider is business-oriented and application-focused.

Be cautious of programs that rely heavily on book sales or upselling additional products, which may signal a low-cost entry point followed by unexpected expenses. Evaluate the delivery model carefully. Is the facilitator a seasoned business leader? Is the program scalable and sustainable?

Even the venue matters. Luxury locations may unintentionally create a perception of excess, while virtual or modest venues often signal practicality and focus.

Position the Conversation as a Partnership

Approach the conversation as a collaborative discussion rather than a request for permission. Share why the timing is right, how the training aligns with organizational priorities, and what will be different in your leadership as a result.

Emphasize your commitment to applying the learning, sharing insights with others, and strengthening your overall impact. Leadership development works best when it is intentional, aligned, and supported.

Part 1 Conclusion

Making the case for leadership training is itself a leadership skill. When you approach the conversation with preparation, perspective, and a clear business mindset, you increase the likelihood of approval—and begin demonstrating leadership before the training even begins.

Part 2 (Group Development)

Advocating for Group Leadership Development:

A Strategic Role for HR and Organizational Leaders

Human Resources professionals and organizational leaders play a critical role in shaping leadership capability. While individual contributors may advocate for their own development (see part 1), the most impactful leadership programs are often those championed by HR and senior leaders who recognize the organizational need—not just the individual desire.

Advocating for leadership development requires more than identifying a program. It requires aligning people strategy with business priorities, managing perceptions, and ensuring that development efforts translate into meaningful behavior change.

Start With Organizational Need

Effective advocacy begins with understanding where leadership capability is most needed. Are managers struggling with difficult conversations? Is engagement declining? Are leaders being promoted faster than they are being developed? Leadership training should be positioned as a response to specific challenges—not a generic, feel-good solution.

When development is tied directly to performance, retention, succession planning, impending change(s) or culture, it becomes a strategic initiative rather than a discretionary expense.   See this article on whether performance or process training has more impact.

Anticipate Perceptions and Past Experiences

Leadership training perceptions are often shaped by history. A single ineffective program can leave leaders skeptical of future investments. HR and organizational leaders should proactively surface these perceptions by asking what past leadership training worked, what didn’t, and why.

Understanding these viewpoints allows advocates to address concerns early and position training in a way that aligns with what leaders value—application, practicality, and results.

Move Beyond eLearning as a Standalone Solution

Many organizations rely heavily on eLearning licenses to support leadership development. While eLearning can be a helpful supplement, it is rarely sufficient on its own for developing leadership capability.

Leadership is a people skill, requiring practice, discussion, feedback, and reflection. Self-paced modules often become checklist activities—completed for compliance rather than growth—resulting in limited behavior change despite significant time investment.

Instructor-led leadership development creates space for dialogue, real-world application, and shared learning. When leaders engage with one another, learning becomes contextual, relevant, and actionable—elements that are difficult to replicate in a purely digital environment.

Vet Providers With a Business Lens

HR and leaders serve as gatekeepers of quality. Due diligence matters. Evaluate whether providers are business-focused and application-driven, or primarily academic or theory-based. Consider facilitator experience, scalability, and sustainability of delivery.

Be cautious of low cost providers that heavily rely on book sales or upselling additional products. Also consider optics—if going off-site, luxury venues may unintentionally signal excess, while practical delivery formats (including virtual options) often resonate better with executive audiences.  Most often, the best solution is for a provider to come on-site.

Consider Cost, ROI, and Funding Opportunities

Advocacy is strengthened by financial awareness. Clearly articulate costs and expected returns, whether through improved performance, engagement, retention, or leadership pipeline readiness. Where possible, explore cost offsets such as government or state-funded training programs to reduce financial barriers.  

Demonstrating fiscal responsibility builds trust and increases the likelihood of approval.

Note:  Talent Authority provides access to California state subsidies to off-set the cost of training California employees.

Design for Application and Accountability

One of HR’s greatest opportunities is ensuring leadership development does not end when training concludes. Encourage leaders to discuss their learning with their teams, seek feedback from their managers, and apply skills intentionally.

Consider accountability structures such as peer learning groups, coaching, or post-training reflections to reinforce application and sustain momentum.

See the article on Sustaining Leadership Development: 8 Must Dos.

See the article on What's Next for Trainees After the Initial Leadership Training.

Lead by Example

When HR and senior leaders visibly support leadership development—by participating, reinforcing expectations, following up on outcomes, and modeling continuous learning—it signals that development is valued. This credibility encourages broader engagement and reinforces leadership development as a core organizational priority.

Part 2 Conclusion

Leadership development is not a one-time initiative—it is a sustained investment in people, performance, and culture. HR professionals and organizational leaders who advocate thoughtfully for training help ensure that leadership capability grows alongside organizational demands.

Talent Authority works with individuals and organizations to deliver outcomes-focused, competency-based training designed to drive real-world results. Our solutions include customized, on-site programs delivered globally, along with our 8-week virtual Talent Academy for Leaders.

Based on extensive research into critical business challenges, we identified the essential leadership competencies required for success today. These competencies form the foundation of the Talent Academy for Leaders and include: Developing Self, Defining Leadership Success, Self-Awareness, Personality, Communication, Coaching, Conflict, Change, Engagement, Interviewing, and Teamwork.