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From problems to progress: A dialogue on prevailing issues in leadership research. Leveraging delays discounting for health: Can time delays influence food choice? Appetite, 126: 16–25. Structural equation modeling in practice: A review and recommended two-step approach. Research in Organizational Behavior, 29: 111–133. Pushing up to a point: Assertiveness and effectiveness in leadership and interpersonal dynamics. Why do people pay taxes? Journal of Public Economics, 48: 21–38. In Advances in Experimental Social Psychology, vol. Communal and agentic content in social cognition: A dual perspective model. Journal of Personality and Social Psychology, 93: 751–763. Agency and communion from the perspective of self versus others. Collectively, our studies add empirical evidence to help nuance and ground long-standing academic debates and popular press claims about a topic with significant practical implications. Finally, in study 3, we find that the seemingly unconditional love for leaders is tempered by slowing respondents down, thus overriding a relatively fast and automatic preference for leaders relative to managers. In study 2, we confirm that leader activities are typically evaluated more positively than managerial activities, even in situations that are specifically designed to favor managerial skills. In study 1, we find both similarities and significant distinctions between the prototype of “leaders” who inspire, motivate, and guide, and managers who budget, hire, and supervise. Through three studies, we explore the discriminant validity, comparative value, and conditional relevance of leadership and management in decision-making contexts with theoretical and organizational implications. Popular writers have long advanced distinctions between leadership and management, with different authors highlighting either their love for leaders or for managers.