AbstractLeading is not the same as management. Leadership is the process of directing the behavior of others toward achieving a goal. Leadership has always been considered a prerequisite for organizational success. The central theme of leadership is achieving results through people. The leader investigates and the manager informs about the organization, so without leadership an organization cannot achieve goals. While an organization may have products and services but no leadership, these are less valuable. The manager is a person who plans, organizes, controls and leads. The manager is the monitor of the organization. Leadership is a powerful behavior of a manager. It is essential to achieve the organization's goals. Introduction For leaders and managers lexicons are regularly used as alternatives, but they are different. Those who find themselves in managerial situations do not always acquire the behavior and specializations of a leader. Lack of leadership in an association can have many detrimental effects on the organization's workers and the company as a whole. Many companies, which were once strong, had educated workers and superior goods and services, have not been successful due to lack of leadership in their association (French, W. 1987). Leadership is a fundamental superiority in a manager. This is how you get your group excited and excited to follow your plan. Leadership is a skill that can be improved with execution. Compare and contrast the roles of managers and leaders. A manager's job is to plan, organize, control and lead. Managers also sport a multiplicity of hats and figurehead duties, all managers make use of considerable time carrying out sacramental duties; the main role, all executive, must be re... middle of paper... for example in the case of the armed forces or the army. Reference authority, in contrast, involves those who are narrow-minded, ranking with the leader. References French, W. (1987) The Personnel Management Process: Human Resources Administration & Development., 6th Edn. Houghton Miflin, BostonhKotter, J.P. (1991) “What Leaders Really Do.” In/Best of Harvard Business Review. (1991) Harvard University, Boston. P. 73-82. Ackerman, L. S. (1984). The state of flow: A new view of organizations and management. In John D. Adams (Ed.), Transforming Work: A Collection of Readings on Organizational Transformation, (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 Paradigm in Business, pp. 107-119. New York: Simon and Schuster Publishers.