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

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

doi:10.1037/a0028244

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

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

Management and Entrepreneurship

Research output: Contribution to journal › Article › peer-review

128 Scopus citations

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 language	English (US)
Pages (from-to)	997-1015
Number of pages	19
Journal	Journal of Applied Psychology
Volume	97
Issue number	5
DOIs	https://doi.org/10.1037/a0028244
State	Published - 2012

Keywords

After-event review
Leadership
Leadership development
Personality
Reflection

ASJC Scopus subject areas

Applied Psychology

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10.1037/a0028244

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KW - Personality

KW - Reflection

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

Abstract

Keywords

ASJC Scopus subject areas

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