Change needs both management and leadership, which call for different behaviour: management keeps the current system running with consistency through planning, budgeting and staffing and by minimising risk, while leadership sets direction, aligns people to it and motivates and inspires them. Kotter's 1995 article already traced paralysed urgency to an excess of managers and a shortage of leaders; in 2014, strong management runs the day-to-day while strong leadership captures unpredictable opportunities, and both matter greatly once new ways of working become embedded in the organisation.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.