ABSTRACT
Archaeological forays invite us into a different relationship with maps, categories and lists of things. In the archaeology of scholarship, alternative maps stand out as a method for figuring out the possible relationships between fragments and empirical bits and pieces. The relation between a map and the territory it claims to represent leaves room for endless disputes and continuous improvement as the knowledge, interests and purposes of potential users become increasingly sophisticated and diverse. Construction of a new theory of leadership competence must purport to bridge a gap between individualistic, discrete behaviour and collective interdependent action. The lists of leader competencies of course do not reveal their origins. However, their widespread use over the twenty-first century suggests a widespread trust in them and their analytical potential to function as maps for navigating the terrain of leadership. Like any continuous improvement process, the development and identification of leadership talent needs to remain dynamic and current..
