handbook-executive-leadership-of-research-development-pdf-v10

Principle 1. Create a compelling visionThe goal of the senior executive is to win over academics and administrators to thevision he or she has articulated for the university as a research-productive institution.The case for change needs to be compelling, using a mixture of rhetoric, hope,inspiration, appeals to deeply-held values and an appreciation of the risks posed bypressures external to the university. The vision needs also to present the institution asinnovative in its outlook and approach.The senior executive’s past performance as a leader of change and of research islikely to weigh heavily in establishing the credibility of the vision, supported by aconvincing evidence-based account of recent performance. Clear organisationalgoals that emphasise the importance of research are central to guiding change.What it means in practiceMake a clear-sighted assessment of the university’s performanceCreating an ambitious and innovative vision is a first point of influence for executiveleaders of research. It must be a realistic vision that recognises the distinctiveattributes of the university to which it applies, including its current performance andareas for development. Needless to say, a plan that envisions a series of wishes andhopes rather than an honest assessment of weaknesses and potential strengths is tobe avoided. The new executive leader also needs to gain an accurate picture of howthe university has managed research in recent history and especially how peopleunderstand the nature of research.“Recognise strengths and thenhave the courage to go intounexplored areas”.A high level assessment of performanceagainst national and internationalbenchmarks is generally best done centrallywith the executive leader taking advicefrom senior executive and external experts. In some cases, where there is a history ofpositive responses to change and a highly transparent approach to decision-making,a working group of internal experts may be a more effective option to scope thestrengths and weaknesses.Context and comparison is vital: making use of accurate and contemporary datato construct a succinct and methodical representation of current performance.Which faculties and departments, if any, have achieved a track record of successFocus 1 — Setting an agenda for change27