Future

The chapter moves from where learning to lead was and is, to where it could go. It explores three domains to which attention must be paid. First is meaning-making—specifically the meaning we make of becoming a leader. Second is developing—specifically changing and growing during adulthood. Third is learning—specifically learning to lead lifelong, notably, again, during adulthood. The focus is on three different terms that, for no good reason, are used interchangeably: leadership education, leadership training, and leadership development. Finally, the discussion homes in on leadership development, which, not incidentally, is related to adult development. Why? Because limiting leadership learning to a limited period limits leadership learning, period. We can agree that it generally takes years or even decades to develop a first-rate professional cook, say, or a first-rate professional pianist. Time to apply the same standard to becoming a leader—a first-rate professional leader.