Management and leadership are two concepts often used interchangeably; however, they actually describe two different concepts. The power available to managers tends to flow from their position, whereas for leaders it often comes from within (Naylor, 2004). Capowski supports this theory by suggesting that the contrasts between management and leadership are that one comes from the head and the other from the heart (Capowski, 1994). Although these roles differ, the fact remains that both have “the potential to influence the behavior of others” (Naylor, 2004). This essay will attempt to explain how someone can possess the ability to be one and not the other, or both, and how this influences their role. A leader not a manager According to Boddy, leadership refers to the process of influencing the activities of others to a high level. levels of goal setting and achievement (Boddy, 2008). A good example where this can be supported is in a football team, for example Steven Gerrard (Liverpool FC team captain) where as part of his role he leads by example. The high level of performance he delivers through training and hard work has a positive influence on his teammates, who in turn train and work harder. This position as a teammate of other players also allows him to gain personal respect within the team. This is in stark contrast to the team leader who may struggle to interact and influence players at their level. Comparing the two roles, it is evident how a manager can struggle as players can feel overwhelmed, thus preventing the manager from gaining the respect of the players. Many people operate as leaders without their role ever being clearly established or defined in an organization. . Their sense of identity...... middle of paper......? (Vol.12). Management review. Dessler G. (1998). Management. Pearson.Fullan, M. “Leading in a culture of change”, Josey-Bass (2001) Kofman, Fred and Senge, Peter M (1993) “Communities of engagement: the heart of learning organizations Dynamics, Autumn, 4-23 , New York: DoubledayLord, W. and Rust, J “The Big Five Revisited”: Where Are We Now? a brief review of the relevance of examining the selection and development of the Big Five for Occupational Assessment, vol.19 no 4 August 2003 pp15-18Mullins, L. (2005). Management and organizational behavior. Pearson Education Limited. Naylor, J. (2004). Management. (2nd edition ed., pp. 355-389). Liverpool: Pearson Education Limited. Senge (1996). Quoted in “The Poor Suffering at the Top,” Business Age, MayZaleznik. (1977, May-June). Managers and leaders: are they different? . Harvard Business Review, p... 67-78