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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.
Asaf Mazar, Guy Itzchakov, Alicea Lieberman, and Wendy Wood
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Attitudes
This research tests a novel source of resistance to social influence—the automatic repetition of habit. In three experiments, participants with strong habits failed to align their behavior with others. Specifically, participants with strong habits to drink water in a dining hall or snack while working did not mimic others’ drinking or eating, whereas those with weak habits conformed. Similarly, participants with strong habits did not shift expectations that they would act in line with descriptive norms, whereas those with weak habits reported more normative behavioral expectations. This habit resistance was not due to a failure to perceive influence: Both strong and weak habit participants’ recalled others’ behavior accurately, and it was readily accessible. Furthermore, strong habit participants shifted their normative beliefs but not behavior in line with descriptive norms. Thus, habits create behavioral resistance despite people’s recognition and acceptance of social influence.
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Guy Itzchakov, Liad Uziel , Wendy Wood
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Attitudes
Changing attitudes does not necessarily involve the same psychological processes as changing behavior, yet social psychology is only just beginning to identify the different mechanisms involved. We contribute to this understanding by showing that the moderators of attitude change are not necessarily the moderators of behavior change. The results of three studies (Ns = 98, 104, 137) employing an ego depletion manipulation indicate that although people are more likely to agree with a persuasive message when executive control is reduced they are not more likely to change their behavior. Rather, under conditions of ego depletion, attitudes became less correlated with behaviors after persuasion. Moreover, in Study 3, we provide an explanation for this phenom- enon: People are more likely to agree with a persuasive message when depleted but are also more likely to fall back on habits that may conflict with their new evaluations. A mini meta-analysis of the data indicated that ego- depletion had a medium effect size on the difference between attitude change and behavior change, N = 339, d = −0.51, 95% CI [−0.72, −0.29]. Jointly, these studies suggest an integrative, resource-based explanation to attitude-behavior discrepancies subsequent to persuasion.
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