In this chapter, the theoretical and empirical implications of the autoethnographic and ethnographic findings are elaborated and discussed. First, it is highlighted that our leadership model, as defined in the introductory chapters, missed a crucial component: the tension between real and imagined dialogue, which emerged as an important feature in several ethnographic vignettes. Furthermore, we have emphasized the dynamic operationalization of leadership, defining it not as a fixed role or function within an organization, but as an action that can be taken to stimulate cooperation. This shifts the understanding of leadership from a static position to one that is context-dependent and action-driven. Additionally, we argue that our leadership focus must, in future, incorporate interventions aimed at raising participants’ awareness of the need for constant re-negotiation and actualization of their semiotic and dialogical resources. Leadership is not a static achievement, but rather an ongoing process of interaction and redefinition of symbolic resources. Lastly, we encourage future researchers to broaden their perspective on the diverse systems of signs and tools used in leadership contexts and to investigate their generalizability from multiple viewpoints. In summary, this chapter provides a forward-looking perspective on the future research agenda in cultural-psychological leadership, urging scholars to recognize and integrate the dynamic, dialogical, and context-sensitive nature of leadership actions into their work.