changing, depending on the situation, goals, and the environment (Hersey, Blanchard &

 Johnson, 1996).

 One of the fastest ways to build leaders in an organization is to train them. The

 most effective training takes advantage of the way people learn, from research it is

 known that individuals remember 10% of what they hear, 50% of what we see, 70% of

 what we say, and 90% of what we hear, see, say, and do (Maxwell, 1995). Leadership

 development programs that aid in the assurance of an adequate supply of effective leaders

 are a vital and continuing need in communities and organizations across the United States

 (Rohs & Langone, 1993). Leadership development builds the capacity of local leaders

 and citizens. This means enhancing the potential of individuals to solve problems. It is

 done by engaging citizens and organizations to identify needs, resources, and

 opportunities (Hustedde & Woodward, 1996).

 A major responsibility of an organization is to cultivate leadership skills and pass

 on that knowledge to the next generation of leaders. Because of retirement, many

 organizations are facing a high turnover rate, which means that the leaders of tomorrow

 could look, and think a lot differently, about their commitment and role within the

 organization (Eisinger, 2002). Eisinger (2002) continues by stating, "once associations

 identify future volunteer leaders, they must offer specific training programs" (p.14).

 Much of this training needs to be directed towards those volunteers who are serving on

 organizational boards as they sometimes lack the necessary skills to be effective board

 members.

 Many non-profits have a functioning board. Those that serve on the boards have

a personal commitment to the organization's cause. Most board members should have a