A church-based peer-led group intervention for mental illness

Religion and spirituality (R/S) can be powerful supports and provide important coping resources for individuals in recovery. Faith communities seem to offer many advantages for recovery-oriented support, but have rarely been the setting for empirically examined psychosocial rehabilitation efforts. This study describes the outcomes for individuals in Living Grace Groups (LGGs), a peer-led group intervention for mental illness that is based in churches and integrates R/S. Persons at all active LGGs were surveyed before and after participation using well-validated scales for recovery, psychiatric symptoms, and spirituality. LGGs attracted individuals with a broad range of persistent psychiatric difficulties, who described religion as important to them and rated the groups as very helpful. Participants reported improvements in recovery and spirituality as well as reductions in psychiatric symptoms. R/S-integrated support groups may improve care by increasing cultural match, as well as providing more access to recovery-oriented care by tapping the resources of faith communities.     

The TRAMS: The Team-Referent Attributions Measure in Sport

ObjectivesTo provide initial evidence for the construct, concurrent, and predictive validity of the Team-Referent Attributions Measure in Sport (the TRAMS).DesignCross-sectional in Studies 1 and 2, and multiple time points in Study 3.MethodStudy 1 required participants (N = 500) to complete the TRAMS for their “least successful” and “most successful” performances in the preceding three months. In Study 2, after performance, participants (N = 515) completed the TRAMS and the Causal Dimension Scale for Teams (CDS-T; Greenlees et al., 2005). Study 3 required participants (N = 165) to complete a measure of pre-competition collective-efficacy prior to performance (Day 1, Time 1), the TRAMS following performance (Day 1, Time 2), and a measure of subsequent collective-efficacy prior to subsequent performance (Day 7–9, Time 3).ResultsStudy 1 supported the factor structure of the TRAMS across least successful and most successful conditions. Study 2 provided further support for the factor structure of the TRAMS, together with evidence of concurrent validity with subscales of the CDS-T. Study 3 revealed, following team defeat, interactions between controllability and generalisability dimensions: Controllability had a significant effect upon subsequent collective-efficacy when causes of team defeat were also perceived to generalise across situations and/or across teams. Following team victory, stable attributions were positively associated with subsequent collective-efficacy.ConclusionsThis article provides initial evidence for the validity of the TRAMS and demonstrates for team-referent attributions the theoretical advantages of examining a broader conceptualisation of generalisability attributions and interactive effects of attributions.     

Emergent Power Hierarchies and Group Performance

In newly formed groups, informal hierarchies emerge automatically and readily. In this study, we argue that emergent group hierarchies enhance group performance (Hypothesis 1) and we assume that the more the power hierarchy within a group corresponds to the task‐competence differences of the individual group members, the better the group performs (Hypothesis 2). Twelve three‐person groups and 28 four‐person groups were investigated while solving the Winter Survival Task. Results show that emerging power hierarchies positively impact group performance but the alignment between task‐competence and power hierarchy did not affect group performance. Thus, emergent power hierarchies are beneficial for group performance and although they were on average created around individual group members' competence, this correspondence was not a prerequisite for better group performance.     

Fred Plaut in conversation with Andrew Samuels

Abstract :  This is a reprint of an interview of Fred Plaut (who died in June 2009) conducted by Andrew Samuels in mid-1988 and first published in April 1989 in the  Journal , 34, 2, pp. 159–83. The interview covers Plaut's early life, his career, and historical observations of the development of the Society of Analytical Psychology from its beginnings, and of the wider community of Jungian analysis. Plaut reflects uninhibitedly on such topics as the role of leadership in analytical psychology, discussing the parts played by Michael Fordham in London and Hannes Dieckmann in Berlin. Plaut explains his thinking concerning individuation.     

Race and sex in a lifetime

Abstract: The Jungian analysts who participated in the writing of this paper 1 explicitly or implicitly address issues of social and political stasis, retrogression and change via their particular usages of the concept of the transcendent function. Singer proposes that the transcendent function is a term that is usually applied to individuals in whom symbolic material appears that suggests the reconciling of opposites, leading to psycho‐spiritual growth. He also looks at the notion of the transcendent function as it can appear in a similar way in the collective psyche. In addition, he gives attention to the opposite phenomenon—what might be called the descendent function—as it appears in the collective psyche and its leadership, wherein symbolic material can create the division of groups of people into opposites, mobilizing destructive rather than transformative experience. Meador states that Jung designated the mediating process of assimilating unconscious images and ideas into consciousness as the transcendent function. Just as this synthesizing process can produce insight in the individual, it can also be applied to changes in collective society. Embedded collective assumptions tend to shift when opposites collide, as they did, for example, in the turmoils of the 1960s. Her contribution focuses on the recent revolution in racial and sexual attitudes as the product of a collective struggle between certain ingrained social mores from the past and conflicting new points of view. Samuels’ conclusion is that the concept of the transcendent function has little value with respect to political problems. His contribution focuses on: (i) The limitations of using ideas (such as the transcendent function) derived from analysis with individuals in furtherance of an understanding of social and political phenomena. (ii) The specific problem of a lack of credible psycho‐political models for social progress and regress—he argues that the transcendent function is not useful in this regard. (iii) The question of political aggression, violence and conflict in society is explored from the standpoint of the transcendent function so as to investigate its possible role in the management of political conflict. Samuels severely criticizes what he terms ‘triangulation’ and ‘hyper‐reflection’ on the part of analysts who engage with political debates and issues. (iv) Leadership is examined from the standpoint of the transcendent function which, again, does not seem pertinent. Rather, new discoveries in family psychology about the role of the father have greater possibilities as a basis for new thinking about leadership.     

How to achieve synergy in group decision making: Lessons to be learned from the hidden profile paradigm

Based on over 25 years of research on hidden profiles and information sharing in groups, and particularly our own work in this area, we outline a general model of how groups can achieve better decisions in a hidden profile situation than their individual members would have been capable of (i.e., synergy). At its core the model defines intensity and bias as the two key parameters that have to be optimised with regard to both the discussion of information and the processing of information in order to ensure synergy in group decision making. We review the empirical literature on information sharing and group decision making in the hidden profile paradigm (with a particular focus on our own studies) to illustrate how group decision quality can be enhanced by increasing intensity and decreasing bias in the discussion and processing of information. Finally we also outline why we think that the lessons learned from research using the hidden profile paradigm can be generalised to group decision-making research in general, and how these lessons can stimulate studies in other fields of group decision-making and group performance research.     

The Impact of Leadership Style on Moral Identity and Subsequent In-Role Performance: A Moderated Mediation Analysis

This study investigated the impact of supervisors’ servant leadership (i.e., leadership that starts with a leader who wants to serve) on supervisees’ moral identity and subsequent in-role performance. Data from 226 supervisor–supervisee dyads were collected from several domestic and multinational companies operating in the Kingdom of Saudi Arabia. Confirmatory factor analysis was conducted to confirm the factorial validity of the measures that were employed in this study. The hypothesized moderated mediation model was tested using hierarchical multiple regression analysis. Based on social learning theory, the results showed that supervisees’ moral identity served as the psychological mediating mechanism through which supervisors’ servant leadership led to supervisees’ increased in-role performance. Furthermore, the results also supported supervisees’ avoidance orientation as the dispositional boundary condition of this mediating effect. This study contributes to both the servant leadership and moral identity literatures by addressing questions with useful theoretical and managerial implications.     

Network Hubs and Opportunity for Complex Thinking Among Young British Muslims

This study examines whether individuals in a network esteem peers who think in integratively complex ways about religious issues in the context of a small‐group educational course comprised of young British Muslims. Integrative complexity (IC) measures the degree to which an individual's information processing is characterized by (a) rigid, black‐and‐white thinking or (b) ability to recognize the validity of, and integrate, multiple perspectives. A novel measurement procedure was developed for this research called the Social Field Generator. Results from seven groups (n = 55) showed that (a) participants with levels of IC were described by their peers with more positive sentiment than their low‐IC counterparts; (b) the higher the IC scores of participants, the closer peers felt toward them; and (c) the highest IC individuals were consistently selected as sources of advice, whereas the lowest IC individuals were not viewed as sources of advice. This research shows that within an educational environment aimed at promoting complex thinking, group processes and grassroots religious leadership can encourage higher levels of IC as a group norm.     

Decline and Conflict: Causes and Consequences of Leadership Transitions in Religious Congregations

Changes in leadership can be difficult for any organization. Leadership transitions in religious congregations might be especially challenging given the personal relationships involved and the spiritual dimension of a leader's position. This complexity often makes it difficult to separate the reasons for the transition from the impacts of the transition. For example, loss of membership and congregational conflict can be both a cause and a consequence of leadership change. Using the 2006–2007 National Congregations Study, this research explores how membership decline and congregational conflict are associated with leadership transitions in religious congregations. Although we find that leadership transitions are associated with conflict and membership decline, we also find that certain factors, such as whether the leader comes from within the congregation and context of the transition, moderate these associations.