The traditional management paradigm assumes people are part of the systems that managers control. The leadership paradigm assumes people and systems are separate. Leaders and managers both expect systems to be efficient and effective. What's different is that leaders see people as separate from systems, use an indirect control strategy to unleash abilities and develop those people who are willing to work and able to contribute. Managers control people as part of a system and expect them to do their part. Leaders also expect people to do their part but expect them to work up to their potential ability as well.
Leaders know people are energized by missions they believe in because it gives them a comfortable place to come from. Leaders also know that goals are only guideposts that do little more than inspire people to make sure they "look good" as they work toward their goals.
Leadership consulting emphasizes developing people. IT is about commitments, action and results and not about motivation. Psychology is seldom part of the leadership consulting equation.
Leaders know responsibility and authority can be assigned but accountabilities cannot. People are accountable for what they say they are accountable for. The idea that people are accountable for their assignments is assumed by many but absent commitment from the assignee there is no clear accountability. To say "I am responsible" says "I know I was able to respond anyway I chose and I did what I did" but that doesn't equate to "I am accountable".
Leaders provide guidance and support to people in exchange for their commitment, performance and accountability. Leadership can show up as directing, coaching or delegating depending on peoples willingness and ability to act. Managers thinking is more along the lines of direct and motivate.
Leadership consultants know how to develop leaders and develop leadership cultures. Developing leaders energizes leading and is not about developing leadership attributes. Leadership seminars are sometimes offered as part of consulting.
