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60 A handbook for executive leadership of research development
Principle 6. Invest in research infrastructure and systemsResearch infrastructure and management systems embrace a wide range ofresources, physical and human, as well as structures and processes. Capacitybuilding in research infrastructure and management systems has the primary goalof enabling researchers to do their research in the most efficient and effective waypossible. As the complexity of systems evolves and the management of competitionand collaboration increases, a new cadre of specialists in research managementis emerging supported by newly formed specialist professional associations. Theexecutive leader will need to make a point of taking early action to inject new life intothe research management staff by appointing outstanding people who have a sharpsense of purpose and an appreciation of the imperatives embedded in the vision.The investment in the quality of infrastructure should be a clear signal that theexecutive leader aims to match high expectations for research performance withworld class support. Researchers should be able to concentrate their energies oncore business supported by organisational structures and policies that help ratherthan hinder. Investment in these critical areas has an impact on almost everydimension of research activity, from the appointment of research assistants to thepurchase of equipment. It also adds an incentive to attract and retain world-classresearch teams, and helps keep those already on board.What it means in practiceRecruit outstanding professional research managersThe quality of research managers responsible for central administrative functionsis critical to achieving significant gains in research productivity, particularly in smallinstitutions. Executive leaders of research development should review best practiceinstitutions with an eye to the strategies used to build and sustain a strong base ofhighly effective staff. Some lessons from international best practice include: puttingtime and energy into inducting people with a different ethos; emphasising a highlevel of professionalisation of administration across all functions; and making anexceptional effort to train people for their new or changed roles.Strengthening research management across the university with high qualityappointments demonstrates confidence in the potential of professional managersto make a difference to achieving the long-term goals. This involves a widerange of activities, from access to research infrastructure, including connectivity,Focus 3 — Expanding research capacity61
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A HANDBOOK FORExecutiveleadershipof
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A publication of the Centre for Lea
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ForewordDuring a period of signific
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AcknowledgmentsThis handbook was co
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IntroductionThis handbook is a sour
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Executive leadership of researchA c
Page 15 and 16: The principles and elements are app
Page 17 and 18: A background briefing on the eviden
Page 19 and 20: By far the best background or envir
Page 21 and 22: • clear goals that serve a coordi
Page 23 and 24: 2. Leadership, management and acade
Page 25 and 26: in relation to the environment cond
Page 27 and 28: Table 1. HR strategies to grow rese
Page 29 and 30: incentives to undertake research (i
Page 31 and 32: Principles and elements25
Page 33 and 34: Principle 1. Create a compelling vi
Page 35 and 36: concrete and tangible form that fit
Page 37 and 38: Compile a vision statement that exc
Page 39 and 40: Principle 2. Provide clear coordina
Page 41 and 42: Universities that make a significan
Page 43 and 44: REVITALISING PRODUCTIVITYDeakin Uni
Page 45 and 46: Principle 3. Create a competitive e
Page 47 and 48: across disciplines. This is particu
Page 49 and 50: the initial period of adjustment an
Page 51 and 52: Principle 4. Devolve leadership of
Page 53 and 54: The continuity of the leadership gr
Page 55 and 56: Recognise and reward research leade
Page 57 and 58: CREATING A CULTURE WHERE EVERYONE T
Page 59 and 60: Principle 5. Build on current stren
Page 61 and 62: A core task of the executive leader
Page 63 and 64: The executive leader needs to help
Page 65: LAYING THE FOUNDATIONS WITHSTRATEGI
Page 69 and 70: markedly to find core staff —at c
Page 71 and 72: Focus 3 — Expanding research capa
Page 73 and 74: Principle 7. Focus appointment and
Page 75 and 76: establishes precedents that confirm
Page 77 and 78: BECOMING A SELECTIVELY RESEARCH-INT
Page 79 and 80: Principle 8. Invest in early career
Page 81 and 82: central support for building resear
Page 83 and 84: BUILDING ON STRENGTHSUniversity of
Page 85 and 86: Principle 9. Provide direction for
Page 87 and 88: strategy that meets best practice s
Page 89 and 90: is that they are there to help stud
Page 91 and 92: Principle 10. Strengthen the alignm
Page 93 and 94: and practices have often evolved ov
Page 95 and 96: There are a number of practical thi
Page 97 and 98: Kenna, R. & Berche, B. (2011). Crit
Page 99: About the authorsCraig McInnis is a
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