This report provides a comprehensive analysis of leadership and management practices within Toyota Motor Corporation. It begins by defining the roles and characteristics of leaders and managers, differentiating between leadership and management styles, and examining Toyota's organizational structure. The report then explores different management and leadership roles in various organizational situations, such as conflict resolution and financial crises, and how leaders and managers should respond. It delves into various leadership and management theories, including system theory, situational theory, and contingency theory, and their application within Toyota. The report also examines the operational approaches used by Toyota, such as the Toyota Production System (TPS) and lean manufacturing, highlighting key operational activities and the role of managers in these activities. Finally, it addresses external factors influencing decision-making and concludes with recommendations for improving operational effectiveness.