SummaryLeading is not the same thing as managing. Leadership is the process of directing the behavior of others toward the achievement of a goal. Leadership has always been considered a prerequisite for organizational success. The central theme of leadership is getting things done through people. The leader inquires and the manager provides information about the organization. So, without leadership, an organization cannot achieve its goals. Although an organization can offer products and services, without leadership, they are less valuable. The manager is a person who plans, organizes, controls and directs. The manager is the monitor of the organization. Leadership is a powerful behavior of a manager. It is essential to achieve the organization's objectives.IntroductionLeaders and managers regularly use alternative lexicons, but they are diverse. People in management situations do not always acquire the behavior and specializations of a leader. Lack of leadership within an association can have many detrimental effects on the workers in the organization and the business as a whole. Many companies, which were once strong, had educated workers and superior quality goods and services failed due to lack of leadership within their association (French, W. 1987). Leadership is an essential superiority in a manager. This is how you get your group motivated and excited to follow your plan. Leadership is an ability that can be improved through performance. Compare and contrast the roles of managers and leaders. The duty of a manager is to plan, organize, control and direct. Managers also wear a multiplicity of hats as well as the role of figurehead, all executives exploit various times to accomplish sacrament tasks; the main role, any executive is re......middle of paper......example in the case of the armed forces or the military force. Reference authority, conversely, involves those who are narrow-minded, ranking with the leader. References French, W. (1987) The Personnel Management Process: Human Resources Administration & Development., 6th ed. Houghton Miflin, BostonhKotter, JP (1991) “What Leaders Really Do.” In/The Best of Harvard Business Review. (1991) Harvard University, Boston. p. 73-82. Ackerman, L. S. (1984). The flow state: a new view of organizations and management. In John D. Adams (Eds.), Transforming work: A collection of Organizational Transformation Readings, (pp. 114-137), Alexandria, VA: Miles River Press. Gozdz, K. (1993). Building community as a leadership discipline. In Michael Ray and Alan Rinzler (Eds.), The New Business Paradigm, pp. 107-119. New York: publishers Simon and Schuster.