A Quasi-Experimental Study of After-Event Reviews and Leadership Development

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-experimen...

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Bibliographic Details
Published in:Journal of applied psychology 2012-09, Vol.97 (5), p.997-1015
Main Authors: DeRue, D. Scott, Nahrgang, Jennifer D, Hollenbeck, John R, Workman, Kristina
Format: Article
Language:English
Subjects:
Adult
Biological and medical sciences
Development
Emotions
Female
Fundamental and applied biological sciences. Psychology
Human
Humans
Leadership
Leadership Qualities
Leadership Style
Learning
Male
Management development
Occupational psychology
Organization and management. Professional relation
Participant observation
Personality
Personality Development
Personality traits
Professional development
Psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Reflection
Staff Development
Studies
Teaching
Young Adult
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Summary: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.
ISSN:0021-9010
1939-1854
DOI:10.1037/a0028244