Reflective Practice in Group Co-Leadership

Abstract

Group literature on co-leaders' experiences and perceptions while leading groups illuminate reflective practice as highly influential to co-leader relationships and performances. Using practical examples grounded by interdisciplinary literature on reflective practice, this article explores and expands dialogue on the complex interplay between co-leaders' intrapersonal processes, interactions with co-leaders and group members, and decision-making within the co-leader role. Discussion presents implications for clinical practice, training, supervision, and future research.

Keywords:

• co-leader
• group
• group process
• reflective practice
• relationships

Additional information

Notes on contributors

Jane E. Atieno Okech

Jane E. Atieno Okech, Ph.D., is an assistant professor of counselor education in the Department of Integrated Professional Studies at the University of Vermont.