So welcome back to the second lecture from the organic leader learning to lead from within. And in this lecture I want to talk a bit about the educational approach that I've used to create this program that underpins other courses that we offer to speech education. This is a little different from what you may be used to. So it's known as starting back in the late 1970s. The new theory for how we learn evolved called social learning theory. And little later on, it evolved into something called social cognitive theory, which is a different frame for thinking about how people learn and how they behave as human beings.

And in contrast to what I call the traditional kind of carrot approach, stick approach to learning how to learn, which some people might refer to as behavior modification or behavior style. of the technical term of operant conditioning. The issue is that it's it doesn't build the same level of sustainable learning that can be achieved through adopting more social cognitive theory, sort of mindset. And unfortunately, for better, for worse and worse, many organizations still use this kind of operant conditioning characteristic approach and how they help people to learn and even how they try to manage performance in their workplaces. In contrast, social cognitive theory is really based on the idea that people are both self directing and self regulating. So that we as individuals actually have the capacity to think and act for ourselves we're not purely waiting for external stimulus to come along.

And, and or that the actions of others is what dictates how we approach what we do and in our capacity to learn to, we do it's also based on the idea that we're not Just an isolated island that the social environment that we operate in within also influences our capacity to to learn and to adopt that, that learning and help change our behaviors to become better what we do in this case is to become better at leading from within and being an organic leader. So, the key feature of social cognitive theory is that the process of self reflection is the primary way that we can learn to become more self regulating. In other words, to, to manage our own behavior that's not simply from something that's done through too out of habit or kind of, quote, unquote, beaten into us in some way. And of course, self reflections, not easy to do in a very busy world, that we operate within us as managers and leaders between email messages, Facebook, things and everything else that happens, finding that space is really, really crucial if we're going to become better at what we do.

To actually adopt the key behaviors that we need to adopt to become effective, organic leaders. So how does that actually happen in practice with these sort of basic principles in mind? Well, there's a mechanism within social cognitive theory that's referred to as self efficacy beliefs. That's the big word for the day. And the social cognitive theory itself is quite a bit fancy label, but going to try to boil it down into the basics and how you can apply to become an effective organic leader yourself. But self efficacy beliefs warrants an actual separate lectures is an important component.

In fact, it's the key component that informs how social cognitive theory works in practice. So I'm going to stop the video here and see you in a few minutes. And you can then watch the lecture that talks more about subjects self efficacy beliefs, and I can say it and how it's going to help you become a more effective organic leader.