Managers get things done through others.  Leaders help others get things done.  In both cases, the core behavior is developing motivation.

For managers, the motivating factors can range from fear and intimidation to understanding and encouragement.  Fear and intimidation are not in the leaders’ toolkit.

Sustainability

Managing through fear and intimidation is largely at the expense of individual initiative and empowerment.  Micro-managing is the order of the day.

This practice can be very effective in getting things done through others, and since it is typically very directive the results are often as expected (generally good things).

Unfortunately, this approach is usually not sustainable (others don’t like it so either avoid or leave) nor does it necessarily get the best results, just what was demanded and expected.

Demotivation

Motivation through fear and intimidation leads to loathing, that is a feeling of intense dislike or disgust.  A symptom of this is the development of a lack of trust.

The order is received and acted on, but not bought into.  For activities completed under duress, the focus is often not on the objective of the actions but rather avoiding negative consequences.

Not surprisingly this can lead to interesting results.  Although the task may appear to be completed, thus the consequences avoided this can be superficial to some extent.

Belief

Believing in what you are doing is a powerful motivator in and of itself.  Leaders focus on creating that belief.  Their ultimate objective to get things done but not at the expense of others self-esteem and personal satisfaction.

Leaders can be good managers.  Good managers aspire to be leaders.