Thanks for the thanks. As to your question "Is the reason we're not good at talking about leadership in an enterprise setting because we're too busy trying to separate management from leadership?"
For managing any resource, there are right actions and wrong actions. As concerns managing people, the only way to manage them is to lead them. People cannot be directed to be highly motivated or to have high morale. But they can he "led" to be highly motivated and have high morale. People have feelings, emotions, and needs. If you treat them with disrespect by giving them orders, not listening to them, or not giving them the information they want, those actions will "lead" them to treat their work, their customers, each other, and their bosses with the same level of disrespect.
In my previous post, I stated that leadership is simply the transmission of value standards because value standards are what the ~95% of us follow. Most of the value standards in a workplace emanate from the support or lack thereof provided by management - tools, material, training, coaching, direction, discipline, information, planning, etc.
So leadership is what dictates the performance of employees, whether they are productive, innovative, and creative or not. The possible performance gain from superior leadership is about 500%, not 5% or 50% but 500%. That was written by Stephen Covey in 1992, but my own experience as an executive bears that out.