SLIDE 1 Introduction
This course aims to support those who lead (or who hope to lead) research teams. It applies ideas from some of the classic management texts to the research context. It forms one of a group of three resources:-
- Motivating research staff
- The nature of research teams
- Leading research teams (This course)
SLIDE 2 Research Leadership
- Introduction to Leadership
- Visioning and Strategic Planning
- Leading Research Teams (CoRe, SIGs,
CoEs, etc)
- Developing & Training of Researchers
- Mentoring, Goals Setting, Monitoring &
Performance
- Initiating Research Collaboration &
Networking (Local & Overseas)
SLIDE 3 Research Management
- Planning & Strategising for Research
Grants
- Soliciting Alternative Research Support for
Training, Attachments, etc
- Dissemination and Publication of
Research outputs
- Managing Research (Research Fellows,
Research Officers, Postgraduate Supervision, Postdoctoral Involvement, Research Assistants, etc)
SLIDE 4 Legal & Ethical Issues
- Intellectual Property Protection
- Research Ethics & Integrity
- Managing Conflicts of Interest
SLIDE 5 Management of Research Finance
- Financial Procedures
- Procurement of commercial
databases, software, hardware &
- ther equipment
- Incentives for research staff
- Research Financial Auditing &
Reporting (especially for international grants)
SLIDE 6
Leadership styles A continuum of management styles. It ranges from autocratic (where you dictate what your team does) and democratic (where you involve your team in planning what it does).
SLIDE 7
AUTOCRATIC Tell Most of the time you tell staff what they should do Sell You try to enthuse staff about the research and their role in it Consult You take time to ask staff about the research and incorporate their ideas Share Staff are fully involved in all aspects of the planning and decisions regarding the research DEMOCRATIC
SLIDE 8
Leadership styles Which part of the continuum above you think best sums up your approach to (or style of) leadership style. Do you think you tend to be more autocratic or democratic in your approach?
SLIDE 9 Scenario 1: Imagine you are leading a new team which has a deadline in the next few
- months. You can see what needs to be
done and how to achieve it but time is
- tight. Which leadership style would you
adopt in this situation?
SLIDE 10
Tell Most of the times you tell staff what they should do Consult You take time to ask staff about the research and incorporate their ideas Sell You try to enthuse staff about the research and their role in it Share Staff is fully involved in all aspects of the planning and decisions regarding the research
SLIDE 11 Feedback: If your new research team is working to a tight deadline you would ‘SELL’ to your staff what needed to be done. It may not be the way you prefer to work but you can involve the staff far more
- nce the immediate deadline has been
met.
SLIDE 12
The advantages of this approach are…
The direction remains clear with everyone sure what’s required of them. Staff feel their importance to the research is recognised in some way.
The disadvantages of this approach are…
You are still missing the opportunity to tap into the creativity of staff. Staff still do not feel real ownership of the end result.
SLIDE 13 Scenario 2: Imagine you are leading a new team that are more experienced in the area of research than you are. You need to engage them in the process if you are to
- succeed. Which leadership style would
you adopt in this situation?
SLIDE 14
Feedback: If you are leading an experienced research team with time to develop your approach, you would ‘SHARE’ with your staff. This may take more time but is likely to be productive in the long term.
SLIDE 15
The advantages of this approach are…
The research becomes a genuine collaboration with everyone feeling involved and that their views are respected. Genuinely new approaches to the research are likely to emerge. It contributes to team building
The disadvantages of this approach are…
It takes time particularly, if arguments break out about the approach. Your researchers may not be used to such an approach so make the ground-rules clear.
SLIDE 16
Scenario 3: Imagine your research project is in crisis – there is a matter of weeks before a key presentation and a number of tasks are some way from completion. Which leadership style would you adopt in this situation?
SLIDE 17
Feedback: If your research project is in crisis it is likely that you would ‘TELL’ your staff what to do. It may not be the way you prefer to work but once the immediate crisis is over you can address the longer term issues.
SLIDE 18
The advantages of this approach are…
It gives clear direction for action to progress the research. No-one is any doubt regarding what’s required of them.
The disadvantages of this approach are…
Researchers feel their creativity is being ignored. Staff do not feel ownership of the end result
SLIDE 19
Scenario 4: Imagine you are working with a new team on a long-term project. You know how to achieve the objectives but feel you must engage your new colleagues. Which leadership style would you adopt in this situation?
SLIDE 20
Feedback: If you wish to engage your new long- term team in a project it is likely that you would ‘CONSULT’ with your staff to achieve it. They may need further development to fully share but this can be part of the process.
SLIDE 21 The advantages of this approach are…
Staff feel some ownership of the project because their ideas are being listened to. The staff will come up with ideas that you hadn’t thought
The disadvantages of this approach are…
If the ideas that individuals offer are not taken up they may feel frustrated, especially if they feel the consultation was not genuine. It takes more time.
SLIDE 22
Getting things done On a day to day basis your leadership role involves some basic questions. Examples are shown below. WHAT should be done? WHEN should it be done? WHO should do it? HOW much will it cost? (or what resources will be needed)? As you answer these questions (WHAT, WHEN, WHO, HOW), you are managing a series of transactions that ensure that the research is successfully completed.
SLIDE 23
EYE OF THE BEHOLDER
