A quasi-experimental study of after-event reviews and leadership development

D. Scott DeRue, Jennifer Craig, John R. Hollenbeck, Kristina Workman

Research output: Contribution to journalArticle

73 Citations (Scopus)

Abstract

We examine how structured reflection through after-event reviews (AERs) promotes experience-based leadership development and how people's prior experiences and personality attributes influence the impact of AERs on leadership development. We test our hypotheses in a time-lagged, quasi-experimental study that followed 173 research participants for 9 months and across 4 distinct developmental experiences. Findings indicate that AERs have a positive effect on leadership development, and this effect is accentuated when people are conscientious, open to experience, and emotionally stable and have a rich base of prior developmental experiences.

Original languageEnglish (US)
Pages (from-to)997-1015
Number of pages19
JournalJournal of Applied Psychology
Volume97
Issue number5
DOIs
StatePublished - 2012

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Personality
Research
Non-Randomized Controlled Trials

Keywords

  • After-event review
  • Leadership
  • Leadership development
  • Personality
  • Reflection

ASJC Scopus subject areas

  • Applied Psychology
  • Medicine(all)

Cite this

A quasi-experimental study of after-event reviews and leadership development. / Scott DeRue, D.; Craig, Jennifer; Hollenbeck, John R.; Workman, Kristina.

In: Journal of Applied Psychology, Vol. 97, No. 5, 2012, p. 997-1015.

Research output: Contribution to journalArticle

Scott DeRue, D. ; Craig, Jennifer ; Hollenbeck, John R. ; Workman, Kristina. / A quasi-experimental study of after-event reviews and leadership development. In: Journal of Applied Psychology. 2012 ; Vol. 97, No. 5. pp. 997-1015.
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