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 journalArticlepeer-review

121 Scopus citations


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
Issue number5
StatePublished - 2012


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

ASJC Scopus subject areas

  • Applied Psychology


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