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

Published on Jan 1, 2012in Journal of Applied Psychology5.067
· DOI :10.1037/a0028244
D. Scott DeRue24
Estimated H-index: 24
(UM: University of Michigan),
Jennifer D. Nahrgang14
Estimated H-index: 14
(ASU: Arizona State University)
+ 1 AuthorsKristina M. Workman7
Estimated H-index: 7
(UM: University of Michigan)
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.
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