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

被引：116

作者：

DeRue, D. Scott ^{[1
]}

Nahrgang, Jennifer D. ^{[2
]}

Hollenbeck, John R. ^{[3
]}

Workman, Kristina

机构：

[1] Univ Michigan, Stephan M Ross Sch Business, Ann Arbor, MI 48109 USA

[2] Arizona State Univ, Dept Management, Tempe, AZ 85287 USA

[3] Michigan State Univ, Dept Management, E Lansing, MI 48824 USA

来源：

JOURNAL OF APPLIED PSYCHOLOGY | 2012年 / 97卷 / 05期

关键词：

leadership; leadership development; reflection; after-event review; personality; 5 PERSONALITY DIMENSIONS; GOAL ORIENTATION; LEARNING ORIENTATION; SHARED LEADERSHIP; COGNITIVE-ABILITY; JOB-PERFORMANCE; MODERATING ROLE; EXPERIENCE; MODEL; TEAM;

D O I：

10.1037/a0028244

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

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.

引用

页码：997 / 1015

页数：19

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