From the example of the retailer worked for, organizing is essential for a retail store to operate. From the store schedules to the shelves' organization this was the most visible management activity in the store. Leading

Defining the sequence of steps, the relationships necessary for the steps to be as impactful and successful as possible, and getting employees to identify with and support strategies are all aspects of this function of management. There are theorists who say that leadership and management are two different skill sets, yet to be effective a leader must have both (McCartney, Campbell, 192). This is certainly the case as leadership in cynical times (Kouzes, Posner, et.al.) shows that trust is very difficult to attain in leadership yet so critical for successful outcomes to occur. In the retail store I worked in this was very true. Regional managers often focused only on benchmarks while store managers focused on getting employees to identify with store goals and objectives, linking their attainment to raises, bonuses and recognition.

Controlling

The best leaders again have the ability to integrate all four functions of management into this area so that the measured results are relevant to everyone involved in attaining the goals and objectives. Without this integration controlling functions of strategies and management aren't as effective. In the retail store, controlling functions of management were the level of daily sales, customer satisfaction measured by positive vs. negative letters about in-store experiences, and gross margin generated per month.
References

James M. Kouzes and Barry Z. Posner. "Leading in Cynical Times. " Journal of Management Inquiry 14.4 (2005): 357-364.

William W. McCartney, and Constance R. Campbell. "Leadership, management, and derailment: A model of individual success and failure. " Leadership & Organization Development Journal 27.3 (2006): 19 -- 202.