This article focuses on the analysis of the activity of territorial leaders to define a range of appropriate training. It allows to focus on real activity (not required) leaders as can be observed in situations in their daily interactions with their employees and their partners in the activity. It offers a model of managerial activity and acts of direction, shows the cognitive development of the situation and the construction of a diagnostic for organizing the action. This research enriches the knowledge management process, showing more complex practices than would be rational to believe the theories of decision (still widely taught today) and provides power to the debates on the skills of leaders, as well as on management training schemes to be implemented.