Answer to Question 1
The advantages of co-leading are having someone to plan and process the sessions with, to have support when leading intense activities or discussions, and to provide members with different points of view or life experiences. In addition, co-leaders can model interaction for members. Problems arise in co-leading when leaders' styles are too different from one another, when leaders are incompatible with one another, or when they cannot work as a team. Three models of co-leadership were discussed in the text. In an alternate leading model, co-leaders take turns taking the primary lead role within a session or alternate leading sessions. Shifting roles smoothly is important, and co-leaders who tend to pull the group in opposite directions may benefit from this model. In a shared leading model, co-leaders flow with one another and take joint leadership during the session. Neither is designated as primary during a specific time period, although one may step up in working with an individual or when conducing an exercise. In this situation, the other leader may come in at an appropriate time to keep the session going in a similar direction. The authors caution that shared leaders should be careful not to echo each other's words or create a dynamic where leaders talk with one another. In an apprentice model, one co-leader is more experienced and leads more of the time while the less experienced leader watches and tries a few things. The more experienced leader benefits from having help in planning and someone with whom to debrief, and the less experienced leader has someone to help out if needed.
Answer to Question 2
C
Cutaway Model of Earth
Media Practice Model
Diathesis–stress model of depression.
A two-compartment model of pharmacokinetics.
Bandura's social-cognitive model of human behaviour
Model of the lactose operon repressor