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

Principle 2. Provide clear coordinating goalsResearch development leaders across the university, including deans, will needclear coordinating goals from the senior executive leader to guide their contributionto achieving the vision. The goals will be unambiguous, clear to all leaders andexplicitly linked to their work roles, performance expectations and rewards. Theoutcomes articulated in the plan must be determined, forward-looking and capableof being effectively monitored.Deans, associate deans and heads of school can help the executive research leaderto change the university’s research performance by taking on some of the importanttasks identified in the overall research development plan. They can also make a greatdeal of difference by aligning their own areas with the university’s research directionsand leading them in ways that are consistent with the whole of institution plan. If thereis little experience among deans and other academics of leadership in research, amore centralised management approach will be needed to create a change agenda.If the university already employs leading academics as drivers of research, a less topdownapproach is appropriate.What it means in practiceBuild a strong coalition of supportGaining endorsement from senior executive is an essential first step in buildingsupport for the vision and the research plan. Unambiguous support from thevice-chancellor is required to engage all members of senior executive in theimplementation process, particularly where there are competing priorities aroundbudget allocations. The vice-chancellor and senior executive have a particularlycrucial role to play in making it clear to governing bodies, and business andcommunity stakeholders, that the changes will require a lengthy period ofcommitment and that focusing on short-term returns from research is not necessarilyin the best interests of the institution.While the development of a shared culture that highly values research starts at seniorexecutive level, lasting change also requires support from a range of opinion leadersacross the university who can influence research leaders, academic and general staffto support the vision and strategy. The people identified should be forward-looking,open to possibilities and have the interests of the institution at heart: the kind ofpeople who want to take the university on the journey. They should be drawn fromFocus 1 — Setting an agenda for change33