"I'm a leader, not a manager!"http://blogs.hbr.org/hill-lineback/2011/12/im-a-leader-not-a-manager.html

Both leadership and management are crucial, and it doesn't help those responsible for the work of others to romanticize one and devalue the other. To survive and succeed, all groups and businesses must simultaneously change in some ways and remain the same in others. They must execute and innovate, stay the course and foster change. Yes, the guidance, group skills, and mindsets required for serious change and innovation differ from those needed for continuity and steady execution. But that only means those in charge must be able to act as both change agent and steward of continuity, manager and leader, as the situation requires. The challenge is to discern when one versus the other is needed. To idealize leadership and demean management only makes that challenge even harder.

To avoid all the positive and negative connotations around "leadership" and "management" today, we often use the term "boss." It's not a perfect title — no one likes to be "bossed around." To paraphrase Mary Parker Follett, a management writer in the early 1900s, the mark of a good boss is how little actual bossing he or she must do. Still, "boss" or its equivalent in other languages is widely used across generations and cultures to refer neutrally to the person in charge, the one responsible for the work of others, the one to whom each of us must answer at work.

If you're a boss, think of yourself as the one responsible for the work of others, the one who must manage and lead as necessary, without favoring one over the other. Focus on whatever is required of you to make your people productive. Most of all, take care not to conceive of yourself as the glorious leader always blazing new trails while leaving the gritty, mundane details of making it all work to lesser beings. Kent's friend may say, "I'm not a manager," but the survival of his business probably owes as much to his management skills as it does his leadership talents. 

via paper.lihttp://blogs.hbr.org/hill-lineback/2011/12/im-a-leader-not-a-manager.html