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

D. Scott DeRue | Zendy; Jennifer D. Nahrgang | Zendy; John R. Hollenbeck | Zendy; Kristina Marie Workman | Zendy

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

Author(s) -

D. Scott DeRue,

Jennifer D. Nahrgang,

John R. Hollenbeck,

Kristina Marie Workman

Publication year - 2012

Publication title -

journal of applied psychology

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 6.522

H-Index - 284

eISSN - 1939-1854

pISSN - 0021-9010

DOI - 10.1037/a0028244

Subject(s) - psychology , leadership development , personality , social psychology , developmental psychology , event (particle physics) , test (biology) , reflection (computer programming) , applied psychology , management , paleontology , physics , quantum mechanics , computer science , economics , biology , programming language

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.

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