Mindfulness as a mechanism for developing the co-leader relationship

Cheryl L Fulton; Kevin A Fall

doi:10.1921/gpwk.v25i3.971

Authors

Cheryl L Fulton Texas State University
Kevin A Fall Texas State University

DOI:

https://doi.org/10.1921/gpwk.v25i3.971

Abstract

Co-leadership is a widely utilized and effective form of group leadership where the therapeutic nature of the co-leader relationship is vital to the group change process. Although the importance of a highly functional co-leader relationship has been established, a systematic method for the development and maintenance of the relationship has yet to be fully realized. We propose that mindfulness may offer such a method and review the fundamentals of mindfulness and evidence for its relevance to the development of a therapeutic co-leader relationship. Mindfulness applications for enhancing the co-leader relationship across stages of an established group development model are described.

Keywords: Co-leadership; mindfulness; reflective practice; co-therapy; group functioning

Author Biographies

Cheryl L Fulton, Texas State University

Assistant Professor, Dept of Counseling, Leadership, Adult Education, and School Psychology

Kevin A Fall, Texas State University

Professor and Program Coordinator, Dept of Counseling, Leadership, Adult Education, and School Psychology

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