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

the initial period of adjustment and transition from a low to high performing researchenvironment. In a staged approach towards a research oriented university somemore nuanced metrics may be needed to assist the adjustment process.Monitoring is a process of leadership, collaboration and learning. It should informa transparent process of review at regular intervals to establish the degree to whichimprovement has occurred as the basis for making adjustments to the plan. Executiveleaders will also focus on establishing meaningful international benchmarks asa central element of monitoring the process. Taking the initiative in identifying asustained program of benchmarking provides the executive leader with a significantopportunity to cultivate a productive and rewarding competitive environment.Support excellent research wherever it is foundFor universities with limited research profiles direct intervention from the executiveleader may be needed to support individuals and groups in specialist areas withnotable track records or promise to take advantage of opportunities as theyarise. There is also a more general positive effect from this strategy: it signals thatpotentially strong individual initiatives will be encouraged even where they areoutside the priority areas. It also confirms that the research plan is flexible and thatdevelopment funding is available to support ongoing areas of excellence as well asfor promising new initiatives.Where there is research from small groups or individuals that is clearly excellentaccording to national and international benchmarks, the executive leader of researchdevelopment should make a careful assessment of the potential value for theuniversity in supporting the activities with appropriate resources and other forms ofsupport. Some of these people may have strong international reputations that mayat some point lead to a concentration of activity. They may be working in new areaswith potential for expansion with the right support and incentives but there is a riskthat their work is overshadowed by the attention given to the strategically alignedprograms and projects. Retaining these researchers may require some specificinitiatives in the rewards system including promotion. The executive leader mightconsider ways of ensuring that these people are properly acknowledged and thattheir work is fostered, valued in its own right, and acknowledged as evidence of theresearch-orientation.Focus 2 — Taking an assertive-participative approach to leadership43