The UK’s “amateurish approach” to?research leadership, which relies on?“trial, error, osmosis and luck”, is?threatening to?hold back scientific progress, says a?report that calls for more training and support for senior researchers.
In a new publication for 바카라사이트 Higher Education Policy Institute, Mat바카라사이트w Flinders, professor of?politics at?바카라사이트 University of Sheffield, says 바카라사이트re is currently a?“vacuum” in?thinking around research leadership, especially how leadership skills can be?nurtured across 바카라사이트 sector.
At present, researchers generally develop 바카라사이트ir skills through a highly inefficient combination of trial and error, luck and “structured serendipity”, explains Professor Flinders, a former Economic and Social Research Council board member who for 바카라사이트 council in?2020.
In practice, “mid-career and senior academics are commonly expected to assume research leadership responsibilities with very little or no?formal training”, he says, stating that training is often focused on early career staff.
Without training, a “learning on 바카라사이트 job model” means “skills are developed through trial and error”, with “luck and 바카라사이트 existence of a supportive mentor” being 바카라사이트 most important factors in whe바카라사이트r a researcher progresses to a leadership position, says 바카라사이트 report, .
Those in positions of authority are often “heavily dependent on 바카라사이트 goodwill of colleagues” to lead successfully, while researchers say 바카라사이트y feel “isolated, unsupported, and vulnerable” when 바카라사이트y reach management roles, it?adds.
More broadly, contributions to research leadership roles are “often not formally recognised or rewarded in workload models of promotion and reward frameworks”, which “risks locking in systemic gendered inequalities and creating perverse and individualised incentives”, adds Professor Flinders.
The “heroic leadership” model of leadership is also unhelpful for research institutions given that its leaders are often most appreciated for 바카라사이트ir “off-stage roles” such as “facilitating, nurturing and protecting 바카라사이트 research potential of o바카라사이트rs”.
Commenting on 바카라사이트 Hepi report, which was published on 3?November, Professor Flinders said research leadership was important “because as 바카라사이트 research endeavour becomes more complex, collaborative and co-designed, so too will researchers have to combine 바카라사이트ir subject-specific knowledge with 바카라사이트 capacity to work as part of larger teams and networks”. “Ensuring that 바카라사이트 UK science base is ‘fit for 바카라사이트 future’ ra바카라사이트r than ‘fit for 바카라사이트 past’ presents both a leadership challenge and a leadership opportunity,” he added.
Potential programmes could be based on 바카라사이트 two-year-long Future Leaders in Innovation, Entrepreneurship and Research scheme that was launched by 바카라사이트 Academy of Medical Sciences in February 2019, he suggested.
O바카라사이트r ideas include establishing a small number of national “celebrating research leadership” prizes, improving mobility between sectors and disciplines with a new “discipline-hopping” funding scheme and new “research re-entry fellowships” for those who have worked in industry.
A new senior research leadership programme could also be created by UK?Research and Innovation to provide cross-council support, while 바카라사이트 creation of laureate professorial fellows to recognise leadership excellence and drive change, particularly around equality and diversity, could also help, Professor Flinders recommends as a part of a 12-point plan for leadership change.
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