An individual understanding of management and leadership is the basis for managerial behavior. It may or may not be shaped by codified corporate rules on leading and managing. In this chapter, the implementation of corporate models (synonyms: systems, guidelines, and principles) of management and leadership is discussed using the five elements of the Complementary Management Model as a structural aid. First, we explain why such codified corporate models do well in describing management and leadership as a service with the two complementary functions of support and discipline. Second, we argue that such models should include a complete catalog of people management tasks that represent the human performance conditions to be achieved by managerial influence. Third, a case is made for stipulating formal actor roles of not only the line manager, but also of the employee, colleague, senior manager, and HR manager. They should also prescribe basic principles of interaction, ideally including the primacy of the employee’s self-management and the need for compensatory intervention in its absence. Fourth, the concept of management routines is established and it is recommended that, in addition to a catalog of management tasks (= intermediate goals to be achieved), corporate models of management and leadership should also provide a complete catalog of complementary management routines (= concrete activities for which working time has to be assigned) expected of the management actors. In order to be able to accurately depict the manager’s job, organizations must account for the workload resulting from the accumulation of different actor roles and activity bundles. Fifth and finally, corporate models of management and leadership must make reference to management instruments (= formal tools) as a separate element and both provide a list of all of the instruments managers are supposed to use, as well as specify which structural (= instrument-creating) tasks and routines they are expected to perform.