In the four years Chally conducted the Global Leadership Research Project, coaching/mentoring continues to be the most popular leadership development practice for both small and large companies. The practice of coaching has many variations depending on the level of formality and the allocated resources. From informal mentoring, to peer-to-peer coaching, to executive coaches, coaching others involves forming a trust-based relationship committed to supporting others to achieve their developmental objectives. The next favored leadership development programs are action learning and assessments. Assessments, action learning, high-potential programs, and exposure to senior executives are exercised more in larger organizations. Larger organizations are more likely to have a formal leadership development program with resources to support these practices.

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