In order to execute this process, managers utilize several tactics ranging from negotiation and bargaining to using different forms of coercion such as rewards or punishments. A managers thought process is "if it ain't broke, don't fix it," so a large part of managers' work is limiting employees' choices in order to maintain what has already been established throughout the organization. A big part of maintaining the organization is handling conflicts that arise and in order to do that managers continually need to coordinate and balance opposing views, giving off a sense of compromises among conflicting values (p. 129). .
Conversely, leaders understand that consumers' needs are always changing and in order to stay afloat and create opportunities and rewards, the organization needs to change and adjust as well. Taking this into account, leaders develop new approaches and create new strategies for long-standing problems while encouraging their employees to do the same; they stimulate learning experiences, and arouse new ways of thinking. Leader work is considered high-risk that includes projecting their ideas or solutions in ways that excite people and inspire them to jump on board. This is a high-risk position because leaders often rely on their innovative, knowledgeable working body to help aid in the process of solving problems. .
The fourth principle that distinguish a manager from a leader is their relationship with others. Managers like to work with other people to accomplish goals. However, they like to do so while maintaining a low level of emotional involvement, meaning that managers rather relate to people according to the role they play in the decision-making process or the sequence of events rather than focusing on people's thoughts or feelings in an intuitive fashion. Whereas, managers take a more of a detached approach to human relations, leaders enjoy cultivating relationship and are more concerned with getting to know the individuals and what excites them, what are their interests, thoughts and feelings.