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A Quasi-Experimental Study of After-Event Reviews and Leadership Development

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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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2012-09-01

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leadership; leadership development; reflection; after-event review; personality

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Required Publisher Statement: © American Psychological Association. Final version published as: DeRue, D. S., Nahrgang, J. D., Hollenbeck, J. R., & Workman, K. (2012). A quasi-experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 97(5), 997-1015. doi:10.1037/a0028244Reprinted with permission. All rights reserved.

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