Corey & Corey Chapter 2 (characteristics of an effective group leader)

goodwill, genuineness, and caring

A sincere interest in the welfare of others. Warmth, concern, and support when you genuinely feel it to a person. Even when you don't feel warmth, show concern and respect

belief in group process

Have a confidence in the value of the group process. There are painful dynamics but a sense of closeness can come of these moments

Nondefensiveness in Coping with Criticism

Members can accuse you of things. Some of the criticism is fair, some is not. If members take a risk and confront the leader and are chastised for doing this, they may withdraw

willingness to model

Model behaviors through your creation of group norms. Respect diverse values, take risks. Do what you expect members to do. Do not just hide behind a professional facade. Be honest, appropriate, and timely in self-disclosure

interpreting

Offering possible explanations for certain thoughts, feelings, and behaviors

being able to identify with a client's pain

We haven't experienced all of the same problems. But the emotions people express are common to all of us. It is often the most difficult paths we have taken and the greatest pains we have endured that have helped us fine tune our clinical intuition and effectiveness

initiating

a leader takes an active role in providing direction to members

assessing

ability to appraise certain behavior problems and to choose the appropriate intervention

stamina

ability to withstand pressure and remain vitalized throughout the course of a group

evaluating

after a session, think about what happened in the group and determine a plan for the next session

suggesting

aimed at helping members develop a different course of thinking or acting

supporting

appropriate in certain situations, but too much can lead the member to think they are unable to support themselves

questioning

appropriately timed "what" and "how" questions serve to intensify experiencing

facilitating

assist members to openly express fear and expectations; work to create a climate of safety; provide encouragement; encourage open discussion of conflict; help members overcome barriers to communication

presence

being touched by others' pain, struggles, and joys, but not becoming overwhelmed by their pain

inventiveness

capacity to be creative and approach groups with fresh ideas

confronting

caring ability to confront a member when their behavior is disruptive to the group process

reflecting

convey the essence of what the person has said back to them

modeling

demonstrate attitudes in congruence with your beliefs

clarifying

focusing on key underlying issues and sorting out confusing and conflicting feelings

empathizing

have a sense of what another person is experiencing

being aware of subtle culture issues

increase our awareness of cultural biases and prejudices, we can handle biased and culturally insensitive remarks in the group

courage

leader's willingness to be vulnerable, confront others, acts on beliefs, etc.

personal power

leaders who know who they are and what they want

active listening

paying close attention to what someone is saying and communicating

linking

relating what one person is saying or doing to the concerns of another person

blocking

stopping certain behaviors from happening in the group (such as questioning, probing, gossiping, etc.)

summarizing

summarizing facts; useful at the beginning of a session to decide where the group will go next

commitment to self care

take care of ourselves so we have stamina for the group

sense of humor

the ability to laugh at yourself or at a situation

terminating

the leader needs to know how to tell the group when a group should end, when someone needs to leave the group, or when the group has completed its work

openness

willingness to share enough about yourself to let the group members get a sense of who you are (but don't overshare)

personal dedication and commitment

you believe in the power of the group process