Match!

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

Published on Jan 1, 2012in Journal of Applied Psychology5.07
· DOI :10.1037/a0028244
D. Scott DeRue24
Estimated H-index: 24
(UM: University of Michigan),
Jennifer D. Nahrgang13
Estimated H-index: 13
(ASU: Arizona State University)
+ 1 AuthorsKristina M. Workman6
Estimated H-index: 6
(UM: University of Michigan)
Cite
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.
  • References (109)
  • Citations (66)
Cite
References109
Newest
Published on Mar 1, 2011in Personnel Psychology6.93
D. Scott DeRue24
Estimated H-index: 24
(UM: University of Michigan),
Jennifer D. Nahrgang13
Estimated H-index: 13
(ASU: Arizona State University)
+ 1 AuthorsStephen E. Humphrey24
Estimated H-index: 24
(PSU: Pennsylvania State University)
The leadership literature suffers from a lack of theoretical integration (Avolio, 2007, American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait-behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational-transactional, initiating structure-consideration) across 4 leadership effectiveness criteria (leader effectiveness, group ...
Published on Jan 1, 2011in Research in Organizational Behavior3.96
D. Scott DeRue24
Estimated H-index: 24
(UM: University of Michigan)
Abstract In this article, I develop a theory explaining how recurring patterns of leading–following interactions produce emergent leader–follower identities, relationships and social structures that enable groups to develop and adapt in dynamic contexts. In describing this emergent leading–following process, I attempt to shift the theoretical focus away from people as leaders or followers, and instead foreground the evolutionary value of a dynamic and fluid leading–following process. By emphasiz...
Published on Jan 1, 2011in Journal of Applied Psychology5.07
Pamela Tierney10
Estimated H-index: 10
(PSU: Portland State University),
Steven M. Farmer21
Estimated H-index: 21
(WSU: Wichita State University)
Building from an established framework of self-efficacy development, this study provides a longitudinal examination of the development of creative self-efficacy in an ongoing work context. Results show that increases in employee creative role identity and perceived creative expectation from supervisors over a 6-month time period were associated with enhanced sense of employee capacity for creative work. Contrary to what was expected, employees who experienced increased requirements for creativit...
Published on Oct 1, 2010in Academy of Management Review10.63
D. Scott DeRue24
Estimated H-index: 24
(UM: University of Michigan),
Susan J. Ashford38
Estimated H-index: 38
(UM: University of Michigan)
We propose that a leadership identity is coconstructed in organizations when individuals claim and grant leader and follower identities in their social interactions. Through this claiming-granting process, individuals internalize an identity as leader or follower, and those identities become relationally recognized through reciprocal role adoption and collectively endorsed within the organizational context. We specify the dynamic nature of this process, antecedents to claiming and granting, and ...
Published on Mar 1, 2010in Industrial and Organizational Psychology5.25
Morgan W. McCall16
Estimated H-index: 16
(SC: University of Southern California)
To the extent that leadership is learned, it is learned through experience. This article begins with seven conclusions about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some ways to put experience at the center of leadership development efforts, and concludes with a series of recommendations for practice and for future research. It turns out that using experience effectively to develop leadership talent 1 is a lot more c...
Published on Jan 1, 2010in Journal of Management9.06
Robert E. Ployhart50
Estimated H-index: 50
(USC: University of South Carolina),
Robert J. Vandenberg39
Estimated H-index: 39
(UGA: University of Georgia)
The purpose of this article is to present cutting-edge research on issues relating to the theory, design, and analysis of change. Rather than a highly technical review, our goal is to provide management scholars with a relatively nontechnical single source useful for helping them develop and evaluate longitudinal research. Toward that end, we provide readers with “checklists” of issues to consider when theorizing and designing a longitudinal study. We also discuss the trade-offs among analytic s...
Published on Jan 1, 2010in Journal of Management9.06
Frederick P. Morgeson43
Estimated H-index: 43
(MSU: Michigan State University),
D. Scott DeRue24
Estimated H-index: 24
(MSU: Michigan State University),
Elizabeth P. Karam1
Estimated H-index: 1
(UM: University of Michigan)
As the use of teams has increased in organizations, research has begun to focus on the role of leadership in fostering team success. This review sought to summarize this literature and advance research and theory by focusing on leadership processes within a team and describing how team leadership can arise from four distinct sources inside and outside a team. Then, drawing from this inclusive, team-centric view of leadership, the authors describe 15 team leadership functions that help teams sati...
Published on Jan 1, 2010in Journal of Applied Psychology5.07
Shmuel Ellis17
Estimated H-index: 17
(TAU: Tel Aviv University),
Yoav Ganzach24
Estimated H-index: 24
(TAU: Tel Aviv University)
+ 1 AuthorsGal Sekely1
Estimated H-index: 1
(TAU: Tel Aviv University)
In the current study, we compared the effect of personal and filmed after-event reviews (AERs) on performance, and the role that self-efficacy plays in moderating and mediating the effects of these 2 types of AER on performance. The setting was one in which 49 men and 63 women participated twice in a simulated business decision-making task. In between, participants received a personal AER, watched a filmed AER, or had a break. We found that individuals who participated in an AER, whether persona...
Published on Oct 1, 2009in Organizational Research Methods6.55
Adam M. Grant44
Estimated H-index: 44
(UNC: University of North Carolina at Chapel Hill),
Toby D. Wall49
Estimated H-index: 49
(University of Sheffield)
Although quasi-experiments can facilitate causal inferences by combining good internal validity with high external validity, organizational scholars underutilize them. In this article, the authors aim to encourage the novel use of quasi-experimentation by identifying five of its key benefits: (a) strengthening causal inference when random assignment and controlled manipulation are not possible or ethical; (b) building better theories of time and temporal progression; (c) minimizing ethical dilem...
Published on Oct 1, 2009in Leadership Quarterly5.63
Bruce J. Avolio86
Estimated H-index: 86
(UW: University of Washington),
Rebecca J. Reichard17
Estimated H-index: 17
(CGU: Claremont Graduate University)
+ 2 AuthorsAdrian Chan1
Estimated H-index: 1
(UW: University of Washington)
Abstract In this study we set out to conduct a comprehensive quantitative research analysis of literature reporting results on the causal impact of leadership by focusing on examining what we refer to as ‘leadership interventions.’ We defined leadership interventions as those studies where the researcher overtly manipulated leadership as the independent variable through training, assignment, scenario or other means. Our focus included both examining experimental and quasi-experimental as well as...
Cited By66
Newest
Published on Jul 9, 2019in Management Learning1.94
Makoto Matsuo6
Estimated H-index: 6
(Hokkaido University)
Published on Aug 1, 2019in Leadership Quarterly5.63
Elena Doldor6
Estimated H-index: 6
(London School of Business and Management),
Madeleine Wyatt3
Estimated H-index: 3
(UKC: University of Kent),
Jo Silvester1
Estimated H-index: 1
(Lboro: Loughborough University)
Abstract This inductive study extends scholarship on gender, feedback and leadership by drawing on a large naturalistic data set of 1057 narrative developmental feedback comments to 146 political leaders in the UK. We used automated topic modeling, a novel methodology, to identify 12 underlying topics within developmental feedback, and complemented this with an in-depth qualitative analyses of feedback content for male and female political leaders across the topics. This resulted in four aggrega...
Published on Jan 1, 2019
Nisha Quraishi , Nicholas Moon + 4 AuthorsRichard L. Griffith12
Estimated H-index: 12
Published on Jun 28, 2019in Frontiers in Psychology2.13
Michaela Kolbe14
Estimated H-index: 14
,
Margarete Boos12
Estimated H-index: 12
Published on Jun 1, 2019in Journal of Vocational Behavior3.39
Peter A. Heslin17
Estimated H-index: 17
(UNSW: University of New South Wales),
Lauren Ashleigh Keating1
Estimated H-index: 1
(EMLYON Business School),
Susan J. Ashford38
Estimated H-index: 38
(UM: University of Michigan)
Abstract A sustainable career is one in which individuals enjoy at least a moderate degree of productivity, health, and happiness across their lifespan. To elucidate what people might need to learn to enhance their career sustainability, we depict a wide range of typical career- and home-realm challenges. Being in learning mode is proposed as a self-regulatory meta-competency that shapes self-directed learning regarding how to tackle sustainable career challenges. People are in learning mode whe...
Published on May 3, 2019in Personnel Psychology6.93
Chad H. Van Iddekinge21
Estimated H-index: 21
(FSU: Florida State University),
John D. Arnold1
Estimated H-index: 1
(FSU: Florida State University)
+ 1 AuthorsPhilip L. Roth41
Estimated H-index: 41
(Clemson University)
Published on Apr 1, 2019in Information & Management4.12
Qi Song (SWUFE: Southwestern University of Finance and Economics), Yi Wang (SWUFE: Southwestern University of Finance and Economics)+ 2 AuthorsJiang Hu
Abstract How does the usage of social media in the workplace affect team and employee performance? To address this cutting edge and up-to-date research question, we ran a quasinatural field experiment, collecting data of two matched-sample groups within a large financial service firm in China. We find that work-oriented social media (DingTalk) and socialization-oriented social media (WeChat) are complementary resources that generate synergies to improve team and employee performance. The instrum...
Published on Feb 1, 2019in Leadership Quarterly5.63
Philip M. Podsakoff5
Estimated H-index: 5
(College of Business Administration),
Nathan P. Podsakoff21
Estimated H-index: 21
(UA: University of Arizona)
Abstract Despite the renewed interest in the use of experimental designs in the fields of leadership and management over the past few decades, these designs are still relatively underutilized. Although there are several potential reasons for this, chief among them is misunderstanding the value of these designs. The purpose of this article is to review the role of laboratory, field, and quasi-experimental designs in management and leadership research. We first discuss the primary goals of experim...
Published on Jan 1, 2019
Franziska Baumeler2
Estimated H-index: 2
(University of Bern),
Andreas Hirschi24
Estimated H-index: 24
(University of Bern)
Organisationale Sozialisation, Weiterentwicklung von eigenen Kompetenzen, Verfolgen von Laufbahnzielen sowie die Integration von verschiedenen Lebensbereichen sind zentrale Herausforderungen fur junge Arbeitnehmende in der fruhen Laufbahnphase. Deren erfolgreiche Bewaltigung tragt wesentlich zur personlichen Laufbahnentwicklung und dem Erfolg von Organisationen bei. Dieses Kapitel beschreibt die Anforderungen fur junge Arbeitnehmende sowie Bewaltigungsmoglichkeiten fur das Individuum und die Org...
Published on Nov 1, 2018in Journal of Nursing Management2.39
Yumiko Kuraoka1
Estimated H-index: 1
(International University, Cambodia)
View next paperPsychological safety and learning behavior in work teams.