Editing Leadership (section)

===Leaders are positively influential===
The [[Validity (logic)|validity]] of the assertion that groups flourish when guided by effective leaders can be illustrated using several examples. For instance, the [[bystander effect]] (failure to respond or offer assistance) that tends to develop within groups faced with an emergency is significantly reduced in groups guided by a leader.<ref>{{cite journal | last1 = Baumeister | first1 = R. F. | last2 = Senders | first2 = P. S. | last3 = Chesner | first3 = S. C. | last4 = Tice | first4 = D. M. | year = 1988 | title = Who's in charge here? Group leaders do lend help in emergencies | url = https://archive.org/details/sim_personality-and-social-psychology-bulletin_1988-03_14_1/page/17 | journal = Personality and Social Psychology Bulletin | volume = 14 | issue = 1| pages = 17–22 | doi=10.1177/0146167288141002| pmid = 30045447 | s2cid = 51721102 }}</ref> Moreover, group performance,<ref>{{cite journal | last1 = Jung | first1 = D. | last2 = Wu | first2 = A. | last3 = Chow | first3 = C. W. | year = 2008 | title = Towards understanding the direct and indirect effects of CEOs transformational leadership on firm innovation | journal = The Leadership Quarterly | volume = 19 | issue = 5| pages = 582–594 | doi=10.1016/j.leaqua.2008.07.007| s2cid = 152202513 }}</ref> [[creativity]],<ref>{{cite book|last1=Zaccaro|first1=S. J.|last2=Banks|first2=D. J.|year=2001|chapter=Leadership, vision, and organizational effectiveness|editor-first1=S. J.|editor-last1=Zaccaro|editor-first2=R. J.|editor-last2=Klimoski|title=The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today's Leaders|location=San Francisco|publisher=Jossey-Bass}}</ref> and [[efficiency]]<ref>{{cite journal | last1 = Larson | first1 = J. R. Jr. | last2 = Christensen | first2 = C. | last3 = Abbot | first3 = A. S. | last4 = Franz | first4 = T. M. | year = 1996 | title = Diagnosing groups: Charting the flow of information in medical decision-making teams | url = https://archive.org/details/sim_journal-of-personality-and-social-psychology_1996-08_71_2/page/315 | journal = Journal of Personality and Social Psychology | volume = 71 | issue = 2| pages = 315–330 | doi=10.1037/0022-3514.71.2.315| pmid = 8765484 }}</ref> all tend to climb in businesses with designated managers or CEOs.

The difference leaders make is not always positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, including their own followers. Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but usually do so through negative means.<ref>{{cite book|last=Lipman-Blumen|first=J.|year=2005|title=The Allure of Toxic Leaders|location=New York|publisher=Oxford University Press Inc.}}</ref>