any more than one can claim that "planning is different than managing" or "organizing is different than managing". The assertion that "leading is different than managing", and the ways that these assertions are made can cultivate the view that the activities of planning, organizing and coordinating are somehow less important than leading. The assertion can also convince others that they are grand and gifted leaders who can ignore the mere activities of planning, organizing and coordinating. They can leave these lesser activities to others with less important things to do in the organization. This view can leave carnage in organizations. Many people believe that leadership is simply being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition. A leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors that we'll consider later on below. To really comprehend the "territory" of leadership, you should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. The function of influencing in managing for success has included: motivation, communication, performance appraisal, discipline, and goal attainment.
             Both leaders and managers use special skills to influence and motivate their employees. Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives. The function of influencing gives the manager an active rather than a passive role in employee performance, conduct and accomplishments. Ma...