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Toward a Pedagogy of Self
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Cite This Article as: Teachers College Record Volume Number 12, , p. Making Adequate Yearly Progress: Interpersonal Mindfulness Training for Well-Being: Classroom of Detectives Synchronicity Awareness Intervention: The two roles are symbiotic operating on a two-way street. Followers lead their leaders by providing a purpose for leaders to exist. In other words, if there were no followers, leaders would not have a purpose. Influence is a delicate force traded like currency between leaders and followers. Traditional thought crafts influence as a natural resource rather than a valuable commodity to be earned and used cautiously 8.
The dynamic nature of influence is carved by the environment in which it takes place. With that said, the environment in which the leaders and followers operate affects influence as much as the individuals themselves and should be taken into equal consideration. Ruggieri examined the transactional leadership model and the transformational leadership model to determine which model would produce the higher group cohesiveness and promote the greatest efficacy goal attainment. Results showed self-sacrifice as significant to leadership. Followership is only as effective as its composing relationships, positive mental models, cohesion, and collective efficacy.
Johnson-Laird described mental models as sets of beliefs about the world.
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People rely on their mental models to create new ideas Cohesion is the glue in followership and is strengthened in two ways. First is through open vertical and horizontal communication channels between leaders and followers as well as followers and leaders, which encourage cohesion and create a positive environment of acceptance.
Creating an accepting culture allows group integration-task and group integration-social activities to improve By improving group integration-task and group integration-social activities, it allows group members to increase shared meaning. Positive environments are also essential to leadership development because they cultivate deliberate and controlled actions to be taken rather than automatic and instinctive actions.
Positive environments are less stressful and leaders make clear and thought-out decisions in these environments. As stress rises, automatic and instinctive decision-making processes take over. This is an issue for leaders because it causes them to make decisions based upon previous experience, which may no longer be applicable People desire patterns and rhythms, when they are stressed they seek familiar patterns and rhythms as shortcuts.
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Leaders have used them throughout evolution to aid with connecting the dots. Sometimes what they see is there and sometimes it is not Additionally, positive environments allow leaders to enter discovery mode rather than defensive mode. Discovery mode occurs when leaders are allowed their space and are free from judgment. Once people feel threatened they enter defensive mode. Challenge is the second aspect of cohesion. Challenge is a force, pulling people together like gravity. Gibbons and Ebbeck , when replicating an earlier study, discovered that team building physical challenges provided beneficial self-conception outcomes for students.
Additionally, when a challenge activity was used to increase team building by Shiperd et al. Leaders who stimulated a brief strategy discussion prior to starting performance showed better outcomes than leaders who did not allow their teams to hold a brief strategy discussion prior to engaging in challenge 9.
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Bonding periods such as this create experience as teammates, which improves interconnectedness, coordination, shared knowledge, mental models, and collective-efficacy 4, Challenges as mentioned above, are an excellent tool for improving collective efficacy within a team.
By operating in a collaborative environment towards a fixed objective, team members must come together to solve problems. The better the team is at making decisions as a group towards their challenge goal, the more effective they are as a team 8, 9, 16, 17, 23, 27, 29, These elements of leadership development are suggested areas of focus when developing leaders.
Research has indicated that well-planned leadership development strategies are a factor in inspiring individuals towards success 2, 10, As such, interventions aimed at improving development should take into account a universal leadership development method such as the one described above with research backed findings across an array of disciplines published in reputable professional journals as acceptable methods of coaching athletes. Research findings published in reputable professional journals served as the primary sources for gathering information. Research findings were then analyzed, conclusions were formulated, and suggestions for the application of methods associated with developing a universal leadership method were spread.
RESULTS Learning through Experience Several articles on the concept of learning through experience have shown to be effective at building leadership 1, 11, 14, 16, 22, 24, The benefit appears to be due to mimicking 6, 20, 28 , as well as trial and error 1, The Art of Followership Followerships are a significant part of mastery.
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The arts and sciences have been using followerships as a means for young apprentices to improve their knowledge and skills craft for generations 2, Followerships have been shown to only be as effective as their composing relationships, positive mental models, cohesion, and collective efficacy 3, 4, 5, 8, 9, 12, 15, 16, 17, 21, 23, 25, 26, 27, 29, 31, First examining mimicking 6, 20, Second, examining the trial and error 1, Learning through experience utilizes mimicking as well as trial and error as a means of discovering what to do and what not to do as a leader.
When we learn by mimicking successful leaders we aspire to emulate, and learning from our mistakes along the way, it has the tendency to stick better than simply reading it in a book. The Art of Followership Leaders will only excel if they have other leaders to first follow. It has been said that leaders must also be good followers. For this reason, leaders have been grasping the traits of their craft for generations by acquiring a mentor and learning what to and not to do from that mentor.
In recent years, a desire to rush the mentorship process has been observed and by acknowledging this trend, we as influencers of effective leadership development can re-engage new leaders in mentorships.
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Beginning their leadership journey by observing and acquiring more responsibility as their mentor deems appropriate. The real question that needs to be asked is, where do young leaders find mentors? By knowing where to get a mentor, aspiring leaders can start their leadership journey at an earlier age and go through it with more confidence. An effective leader is one who has risen up the ranks both academically and with hands on experience.
To do so, leaders need to join a mentorship with an effective leader they admire and, in the beginning, observe that mentor, increasing their hands-on involvement as they progress through their career. Knowing this, cultivating a universal leadership development method for young coaches to enhance their knowledge and improve their skills is beneficial for sports. By implementing guidelines regarding what coaches should expect from a mentorship, it gives coaches the guidance they need to choose the most appropriate mentor for them.
This is especially true for new or young coaches lacking experience but also holds true for experienced veteran coaches who understand we all constantly need to improve or risk becoming irrelevant. Leadership is an underlying aspect of coaching just as important as knowing the skills of the sport. Many times, we have seen amazing athletes turn out to be poor coaches and effective leadership skill is a main reason why these coaches lack the ability to share their knowledge and skills.
A universal leadership development method shows these coaches how to learn the skills they need to properly disseminate their experience. Getting to the root of positive forms of leadership. The Leadership Quarterly, 16 3 , The exercise of control. Leading military teams to think and feel: Military Psychology, 21 2 , Information Systems Journal, 19 3 , The perception-behavior link and social interaction.
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Journal of Personality and Social Psychology, 76 6 , A meta-analysis of studies from to Human Resource Development Quarterly, New directions for leadership pedagogy. The effect of a team strategy discussion on military team performance. Military Psychology, 2, Preparing School Leaders for a Changing World: