A strong local government leadership pipeline is an organization’s ability to identify, develop, and prepare people to take on future leadership responsibilities. It goes beyond filling vacancies. A strong pipeline helps preserve institutional knowledge, support succession planning, retain talent, and ensure organizations have capable leaders ready when change occurs.

Yet many local governments may not be as prepared as they need to be.

According to Government Leadership Solutions’ 2025 State of Local Government Leadership Pipeline Study™, only 18% of respondents rated their organization’s pipeline of leadership candidates as “Very Good” or “Excellent.”

That gap has implications far beyond leadership development itself.

Leadership Gaps Can Become Service Delivery Gaps

Leadership development can easily be viewed as an internal workforce initiative. But in local government, leadership capacity directly affects an organization’s ability to serve its community.

When GLS asked local government leaders how a lack of well-developed, ready leaders could affect their organizations, 53% said it could impact their ability to meet the changing needs and demands of constituents. Another 49% pointed to maintaining the same or higher level of services, while 40% identified attracting or retaining top talent. 

This makes leadership pipeline development more than an HR concern. It is an organizational capacity issue.

Today’s Talent Challenges Make Leadership Pipelines Even More Important

Building future leadership capacity is particularly important when organizations are already competing for talent.

The GLS study found that 59% of respondents identified engaging and retaining top talent as a major challenge facing local government leaders, while 56% identified attracting top talent. Another 45% specifically pointed to developing a strong leadership pipeline. 

These challenges are closely connected.

Employees who can see opportunities to learn, grow, and advance may be more likely to envision a future within the organization. In turn, developing internal talent can create a stronger pool of candidates when leadership opportunities become available.

This is why local government succession planning, talent retention, and leadership development should not operate as completely separate initiatives. Together, they help answer two critical workforce questions:

How do we keep talented people?

And:

How are we preparing them for what comes next?

Building a Stronger Local Government Leadership Pipeline

A strong pipeline begins before someone receives a leadership title.

The GLS study found strong agreement among respondents that leadership qualities can be developed over time, reinforcing the value of investing in employees before a leadership position becomes available. 

For local governments looking to strengthen their pipeline, several steps can help:

1. Identify future leadership needs.
Look beyond today’s vacancies. Consider which positions, capabilities, and institutional knowledge will be critical over the next several years.

2. Create visible development pathways.
Give employees opportunities to strengthen leadership capabilities through training, mentoring, coaching, stretch assignments, and practical experience.

3. Connect leadership development with succession planning.
Development efforts should help prepare employees for the roles and responsibilities the organization anticipates needing.

4. Strengthen the culture around learning and growth.
Leadership development is more effective when employees are encouraged to learn, receive feedback, collaborate, and take on new challenges.

5. Make leadership development part of organizational strategy.
Rather than treating development as an occasional training activity, connect it to workforce planning, retention, succession, and long-term organizational goals.

These priorities reflect the strategic steps identified in the GLS research, including comprehensive leadership development, succession planning, talent attraction and retention, organizational culture and communication, and strategic leadership integration. 

Preparing Today for Who Will Lead Tomorrow

The strongest local government leadership pipelines are not created when a department director announces a retirement or a key manager accepts another position.

They are built before the vacancy exists.

Yet the GLS study found that only 39% of respondents said their organization views improving its leadership pipeline as “Extremely Important” or “Very Important”. 

That disconnect creates an opportunity for local governments to think differently about leadership development.

Instead of asking only, “Who could replace our current leaders?”, organizations can ask:

“What are we doing today to prepare the people who could lead tomorrow?”

A stronger local government leadership pipeline helps organizations prepare for transition rather than simply react to it. More importantly, it helps ensure that local governments have the leadership capacity they need to continue serving their employees, organizations, and communities as needs evolve.

Explore the State of Local Government Leadership Pipelines

How prepared are local governments across the country for their future leadership needs?

Explore additional findings on leadership development, succession planning, talent challenges, organizational culture, and leadership readiness in the 2025 State of Local Government Leadership Pipeline Study™ Executive Summary.

Download the Executive Summary

Looking to strengthen your organization’s leadership pipeline? Government Leadership Solutions works with local governments to develop leaders, strengthen workplace culture, and build sustainable leadership capacity.

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