Journal article
A Quasi-Experimental Study of After-Event Reviews and Leadership Development
Journal of applied psychology, Vol.97(5), pp.997-1015
09/01/2012
DOI: 10.1037/a0028244
PMID: 22506721
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.
Details
- Title: Subtitle
- A Quasi-Experimental Study of After-Event Reviews and Leadership Development
- Creators
- D. Scott DeRue - University of Michigan–Ann ArborJennifer D. Nahrgang - Arizona State UniversityJohn R. Hollenbeck - Michigan State UniversityKristina Workman - University of Michigan–Ann Arbor
- Resource Type
- Journal article
- Publication Details
- Journal of applied psychology, Vol.97(5), pp.997-1015
- Publisher
- Amer Psychological Assoc
- DOI
- 10.1037/a0028244
- PMID
- 22506721
- ISSN
- 0021-9010
- eISSN
- 1939-1854
- Number of pages
- 19
- Grant note
- name: Human Resource Management Foundation
- Language
- English
- Date published
- 09/01/2012
- Academic Unit
- Management and Entrepreneurship
- Record Identifier
- 9984403064702771
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