This report delves into the critical distinctions between leadership and management within the context of operational management. It begins by defining and contrasting the roles and responsibilities of leaders and managers, highlighting their distinct functions in strategic planning, team coordination, and resource allocation. The report then explores how these roles are applied in various situational contexts, such as employee turnover and conflict resolution, using examples from companies like Sainsbury Plc, Tesco Plc, and Marks and Spencer. Furthermore, it examines different leadership theories, including contingency management theory, and their practical application. Key approaches to operations management are discussed, emphasizing the importance of operations management in achieving business objectives and the factors influencing operational decision-making by leaders and managers. The analysis covers hard and soft skills, and the impact of leadership styles on productivity and conflict resolution, providing a comprehensive overview of effective management practices.