Social-Based Learning and Leadership (SBL): Theory Development and a Qualitative Case Study
Abstract
Social-based learning and leadership (SBL) is an innovative pedagogical approach that
centers on enhancing relationships within the educational system to address 21st-century challenges.
At its core, SBL aims to help teachers transform into social architects who nurture positive social
processes among pupils. Emphasizing prosocial education, SBL lays the foundation for cultivating
pro-environmentalism and sustainable behavior by fostering a sense of care and responsibility toward
others. SBL’s prosocial education program encompasses social and emotional skills, knowledge,
and dispositions to empower pupils to actively engage in and contribute to a more democratic,
reciprocal, just, and sustainable society. This approach underscores the importance of education
in shaping students’ mindsets and life orientations. By nurturing a sense of interconnectedness
and responsibility for the well-being of others, SBL provides a promising avenue to transform
education by building more sustainable educational systems, thus contributing to creating a more
sustainable future. A qualitative case study, which consisted of 18 in-depth interviews and nine
observations, examined the impact of an SBL-based teacher training program at an elementary
school from 2020 to 2023. The results point to changes in teachers’ perceptions of their roles as social
architects and, more specifically, as facilitators of social, emotional, and cognitive processes. The
teachers gained recognition as meaningful adults from their students and transitioned to hold integral
positions as part of a supportive and connected school community, associating with colleagues
and parents. This study thus showcases patterns of socio-organizational communication that can
unfold in a school influenced by the SBL approach. SBL’s emphasis on positive social relationships
and empowering teachers as facilitators of holistic student development thus further reinforces its
potential to transform education for a sustainable and thriving future.
An Enumerative Review and a Meta-Analysis of Primed Goal Effects on Organizational Behavior
Xiao Chen, Gary P. Latham, Ronald F. Piccolo, Guy Itzchakov
Goal Setting
Drawing on results from 32 published and 20 unpublished laboratory and field experiments, we conducted an enumerative review of the primed goal effects on outcomes of organizational relevance including performance and the need for achievement. The enumerative review suggests that goal-setting theory is as applicable for subconscious goals as it is for consciously set goals. A meta-analysis of 23 studies revealed that priming an achievement goal, relative to a no-prime control condition, significantly improves task/job performance (d = 0.44, k = 34) and the need for achievement (d = 0.69, k = 6). Three moderators of the primed goal effects on the observed outcomes were identified: (1) context-specific vs. a general prime, (2) prime modality (i.e., visual vs. linguistic), and (3) experimental setting (i.e., field vs. laboratory). Significantly stronger primed goal effects were obtained for context-specific primes, visual stimuli, and field experiments. Theoretical and managerial implications of and future directions for goal priming are discussed.
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Puzzles of Interpersonal Listening: Conflicting Findings, Theories, and Future Research
Guy Itzchakov, Graham D. Bodie
Listening
Listening is widely recognized as essential to human interaction, yet research on it remains conceptually fragmented and
theoretically inconsistent. Although extensive evidence shows that good listening benefits emotional, cognitive, motivational,
and relational outcomes, the field lacks consensus about what listening is, how it should be defined, and under what conditions it helps or hinders interaction. This article synthesizes these tensions by identifying 10 core “listening puzzles” that
reveal contradictions in existing theories and findings: (1) what constitutes good listening and its dimensions such as empathy
and non‐judgment; (2) the paradox of distraction and invisible inattention; (3) the relationship between listening and
agreement; (4) when listening requires follow‐up action; (5) the benefits and risks of silence; (6) asymmetries between
speakers' and listeners' perceptions; (7) the dual role of question‐asking; (8) the role of paraphrasing in demonstrating active
engagement and non‐judgmentalness; (9) the balance between speaking and listening; and (10) the link between listening and
personality. Together, these puzzles demonstrate that listening is neither a fixed skill nor a uniformly positive behavior, but a
context‐dependent, relational process shaped by perception, goals, and situational norms. By mapping these puzzles, the
article provides a foundation for a more integrated and nuanced understanding of how listening operates across interpersonal
and social contexts.
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