What if you could sit down to dinner and have a conversation with representatives with different leadership relationships? Who would you invite? What conversation would you serve? In 1989, David Whetten asserted that we need to identify the moving parts before we can discuss how something works. We need to know what before talking about how. You structure your invitation to dinner by expressing a need to understand the responsibilities that steer an organization. Interestingly, your invitations to four organizations result in RSVPs from four couples. You want to answer, what is leadership? What is management? What do they do in an organization? Our first dinner guests happen to be a bipolar team. This team insists on taking the seats at opposite ends of the long side of your table. At one end, the manager talks about problems and how to solve them. She pushes to discuss granular incidents she has faced at work. She provides examples of workday details. The leader of her organization sitting at the opposite end of the table discusses the future of their industry and how to create a vision of the organization by shaping its future. At times, it seems as they do not work at the same organization. An organization subscribing to bipolar leadership recruits and hires opposite personalities to serve as managers and leaders to limit expectations from one role over the other. A unit dimensional team arrives and sits closely together on one side of the table. This team shares the same perspective of problems and solutions. The manager does become engaged in the conversation about workplace problems, but approaches them through reactivity, overload, brevity, and discontinuity. He is not a rational planner and has trouble organizing problems and establishing policies and protocols. Both the manager and the leader are embroiled in the same diverse demands. Their planning can be classified as political and conversations are brief because they discuss company functionality issue by issue without stepping back to consider the whole of problems and progress. Their contributions to the conversation at your dinner are minimal because they are embroiled in their dialogue. The bidimensional team is quite popular and widely recommended as rock stars by leadership scholars. The leader and manager in this team approach workplace problems and solutions through a complimentary process. They sit opposite each other on the width of the table but can provide insights in tandem. Both the manager and the leader have an independent role in the organization, but their approach to problems and solutions intersects, augmenting the contributions made by each other. The two hierarchal team teams come to dinner at the same time. It is immediately apparent who holds the dominant role in each team. Both teams, however, place power in positions, rather than individuals. Their organizations are defined tiers of employees who answer to positions above them. The team in which management is a function or subset of leadership sits on the leader side of the bidimensional team. Managerial functions such as planning, organizing, staffing, directing, and controlling, are recognized and charged by leaders for execution by their managers. The team in which leadership is a subset of management sits next to the management bidimensional team member. Their contribution to the conversation is that it is the job of management to recognize the need for leadership and assign necessary activities to appropriate positions within the organization.