Leadership can be understood as the competence to transform visualization into actuality with the help of appropriate planning. Efficient leaders can be developed and promoted by providing ample prospects for growth and involvement. In addition to the availability of prospects, it is crucial to keep pace with the need for growing skill levels. There is a continuous change (for improvement) in the global market and as such, it does not require much time for the present skills and information to turn obsolete. So, education should never be considered to be completed. People have to keep on learning till they expect steady progress in their professional lives. It is also important to keep on improving the skills needed for any particular job profile (Dudovskiy 2013). One of the most successful methods of keeping awareness and achieving such developmental aims is appropriate utilization of Individual Leadership Development Planning (ILDP). Such tools provide motivation to the employees (Jacobson 2014) and are beneficial for both employees and managers (WFLDP 2010). The word ‘individual’ (within ILDP) should not be misinterpreted as an individual process. ILDP is also not a single or one-time experience. On the contrary, it is a continuous process that keeps on ascending to higher levels. Rather than an individual effort, it is a team attempt that requires the participation of managers and employees where work is examined and future strategies for improvement are documented in order to assist employees’ understanding of work requirements and subsequent growth. ILDP can be considered to be a shared obligation where employees are committed to take up new ventures and sincerely follow the documented strategies and the managers are devoted towards providing a suitable learning environment. There is ample proof that organizations across the globe are involving managers in such development programmes (Groves 2007). It should be understood that even though managers are an essential part of an ILDP, it is the employees who are the crucial elements for the successful completion of such a programme. Employees should take keen interest in the ILDP and it should be their endeavour to attain self-improvement by utilizing the available growth-prospects. Employees are responsible for scheduling and overseeing the performance of their ILDP. They should understand and accept the fact that growth cannot be achieved simply by concentration during office hours; some after-office hours also need to be devoted. On the other hand, managers are responsible for improving the skills of employees. They should educate (inform) them about the available growth prospects, assist them in developing appropriate strategies, and give continuous feedback and assistance. Doing this would also polish their knowledge and expertise (Jackson 2012). Usually, the following steps are followed during the course of an ILDP. If these steps are followed, the expected growth might be achieved:   * Evaluation of skills   * Setting up of developmental aims   * Identification of functions and strategies to be followed   * Preparation of ILDP   * Implementation of ILDP   * Supervision and amendment of ILDP (if required) Evaluation of skills This is the first step of an ILDP and is ver