tic commitment by followers; this can be contrasted to indifferent compliance or reluctant obedience. Those who favor this view suggest that a person who uses authority and control over rewards and punishments to manipulate or coerce followers is not truly "leading" them (Day & Lord, September 1988, p. 455). The opposing view to this definition holds that this is too restrictive because it excludes influence processes that are important for understanding why or how a manager is effective or ineffective in a particular situation. These individuals argue that the initial definition of leadership should not predetermine the answer to the research question of what makes a leader effective (Kuhnert & Russell, September 1990, p. 597).
For the purposes of this research, leadership is defined broadly, and includes influencing task objectives and strategies, influencing commitment and compliance in task behavior in order to achieve these objectives, influencing group maintenance and identification, and influencin
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