title: A quasi-experimental study of after-event reviews and leadership development.
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.
authors.affiliation: Management and Organizations, University of Michigan, Ann Arbor, MI 48109, USA. dsderue@umich.edu
authors.forename: D Scott
authors.initials: DS
authors.lastname: Derue
authors.forename: Jennifer D
authors.initials: JD
authors.lastname: Nahrgang
authors.forename: John R
authors.initials: JR
authors.lastname: Hollenbeck
authors.forename: Kristina
authors.initials: K
authors.lastname: Workman
mesh_terms: D000328:Adult; D005260:Female; D006801:Humans; D007857:Leadership; D007858:Learning; D008297:Male; D010551:Personality; D013192:Staff Development; D013663:Teaching; D055815:Young Adult