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

workshops and seminars on core elements, it might also include, for example,mentoring, shadowing, travel grants, internships, team building, grants managementand international partnership development.A strategically oriented program of professional learning opportunities for researchleaders has the major advantage of creating a consistent approach across theuniversity. It forms a powerful basis for driving change with a shared purpose. Foruniversities building or renewing a research profile, more specific local needs canbe identified. Priority should be given to developing senior leadership capabilitywith high profile opportunities including international professional developmentprograms. The areas of focus might include high level policy development, strategiesfor generating innovation, planning, project evaluation, and mentoring futureresearch leaders.Involve research development leaders in achieving the visionSuccessful universities are often highly self-conscious about their team approachto meeting challenges and exploiting opportunities. They encourage good ideasfrom staff at any level and in many cases enshrine these shared values in visionstatements and planning documents. If a devolved model is a central element in thechange agenda then it makes sense for the plan to spell out the nature and extent ofopportunities for these people to contribute.Engaging research leaders and managers directly in policy and planning requiresconfidence and mutual trust. Strong leadership in this respect involves identifying andstructuring opportunities for research leaders to contribute to policy and planning.This can take many forms but should not be overly formalised, especially in the earlystages of defining and implementing the change agenda.Creating opportunities for research leaders to contribute will enhance the decisionmakingprocess and again reinforce the element of collective ownership andthe importance of ensuring the change agenda acknowledges local disciplinarycontexts. Effective communication by research leaders will include running openconsultation sessions and creating working groups at which the strategy is debatedand sharpened into a local action plan. These plans will generate discussion aboutlocal expectations of what makes an academic research-active, which in turn willfeed back to the overall university planning document.48 A handbook for executive leadership of research development