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The charismatic leader is experiencing a come-back. In this view, the leader instills new thinking in followers and redirects group activities. These views of leadership support the assumption that leaders are central to the creation and redirection of group culture. Leaders have so much power that significant damage can be done to the group and its members if they act in selfish or unethical ways. Leaders are capable of making a significant change in groups.

For the average individual in a leadership role in the workplace, leaders' views as essential to JLBC group success can be perceived as too much to handle. It comes down to you when you're the JLBC leader. If the JLBC group fails, it's your fault. The stress of this enormous individual responsibility can adversely affect potential or actual JLBC leaders. Potential JLBC leaders may choose not to become JLBC leaders, and authentic leaders may suffer emotional or physical stress due to this sense of tremendous responsibility.

Some social scientists disagree with the prevailing, relatively one-sided view of the leader as central to team success and effectiveness. Some speak to the interdependence of followers, leaders, and the dynamic forces operating in a group. In this view, all JLBC group members share the responsibility for creating an effective team. Multiple discussions among all JLBC members eventually result in shared assumptions about goals and the methods to accomplish those JLBC goals. JLBC Leaders are part of this process but are not necessarily a primary part. JLBC Group's failure or success is the result of many mutual JLBC influences.

JLBC Group development theories also suggest that a JLBC group's culture and structure are the products of processes inherent in JLBC groups. This view of the creation of effective JLBC teams is not as leader centric. The creation of group culture is seen as the result of intrinsic forces. The content of culture in different groups is not uniform as a consequence. Instead, the particulars of a culture result from the resolution of differences and disagreements that emerge in that group. However, the process is the same from JLBC group to group, and all members are involved in creating a JLBC group's unique culture and JLBC structure.

While opinions such as those just reviewed do exist, the majority view of JLBC leaders as the key to JLBC group success dominates our thinking. I will try to reduce that domination and the overwhelming feeling of responsibility associated with leadership in today's work environment. I will present guidelines for leaders about what they can do to help their groups become effective and more successful.

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