Published at HHL Leipzig Graduate School of Management in 2016, the Leipzig Leadership Model (LLM) postulates a framework of good leadership. Building on a basic-need centric persperctive, the LLM takes a novel approach in response to the continuously intensifying call for integrative theories across leadership research. Consequently, leadership is no longer conceptualized along often reductionistic dichotomies of, e.g., task vs. people, or leadership vs. management. Instead, the LLM defines leadership through its contribution. As such contributions are subjectively percieved along basic need-dimensions, the LLM is able to theoretically derive holicity for its conceptualisation of leadership’s role. This dissertation encompasses two empirical papers as well as one teaching case study aimed to foster the LLM’s applicability in research, practice, and teaching. To that end, my co-authors and I not only developed and validated a LLM-based scale in both a German and an English version, but further tested the real-world micro-level impact of subjective employees’ perceptions of their own organization’s contribution to society with regards to its capacity of fostering flow experience in a longitudinal design. Finally, a teaching case study was designed in order to illustrate and showcase real-world implications of applying a LLM-perspective to leadership utilizing the 2015 scandal surrounding the Volkswagen AG and international emission controls specifically in diesel motors.