For this reason I rejected the notion of a competence model of leadership. When head of a national leadership centre my refusal to adopt such a model or necessarily comply with others’ models drew sharp criticism at times. Whilst such models were not ‘wrong’, they were also not ‘right’. They may or may not be helpful in certain circumstances. For that reason they are certainly not a sound basis for selection, assessment, promotion or punishment in a specific environment. Models such as ‘followership’ and ‘servant leadership’ helped move people from the concept of leadership as a single wise individual directing events yet were still insufficient.