Leadership assessment is analysed in 3 investigations: a) a quantitative study carried out with scientists (R&D), where a distinction between chief/leaders (units' director or chief) and subordinate members in academic units of research was made; b) 2 qualitative studies also carried out at the third-level: the first one with PhDs from 4 National University of Cuyo Schools and the second one with PhDs/ PhD students from Argentina and other countries who participated in internationalization programmes in France. The latter is based on the hypothesis that the highest level of education achieved, added to the immersion in another culture after having undergone a national process of selection before the mobility programme, could result in a greater valuation of the of the so-called social and management competencies, which, according to the OECD, are nowadays essential. Assessment was observed through different techniques. Study 1: the core variables were Mobility, Product, and Professional Satisfaction in relation to Leadership. Two questionnaires were used, and indexes and 7 grids were created. Studies 2 and 3 (qualitative): the hierarchical evocations technique was used to capture the "meaning" underlying behaviours. Results: a) the only constant variable in the group of scientists ("soft sciences" and "hard sciences") was the negative evaluation of their bosses. b) In the groups made up by PhDs who were not scientists, leadership as such does not emerge, although a certain degree of relevance is given to the psychosocial/relational competencies as a factor of Professional Achievement, Mobility and Satisfaction.