handbook-executive-leadership-of-research-development-pdf-v10
handbook-executive-leadership-of-research-development-pdf-v10
handbook-executive-leadership-of-research-development-pdf-v10
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Principle 10. Strengthen the alignment <strong>of</strong> <strong>research</strong> and teachingThe benefits <strong>of</strong> strengthening <strong>research</strong>–teaching relationships are <strong>of</strong>ten overlookedin the initial phase <strong>of</strong> <strong>research</strong> <strong>development</strong> reforms in the face <strong>of</strong> more urgent andimmediate tasks <strong>of</strong> capacity building. However, the process <strong>of</strong> making connectionsbetween <strong>research</strong> and teaching should be a major component <strong>of</strong> the morefundamental goal <strong>of</strong> achieving sustainable improvements in the nature, level andquality <strong>of</strong> <strong>research</strong>.Universities that have been successful in charting a new course focus onstrengthening the connections between <strong>research</strong> and teaching to underpin thecultural shift to a <strong>research</strong>-oriented workforce. As we noted in the introductorysection to the <strong>handbook</strong>, productively connecting <strong>research</strong> and teaching rather thanseparating the two areas in a kind <strong>of</strong> competitive tension is a characteristic <strong>of</strong> thesehighly dynamic university <strong>research</strong> cultures.Much <strong>of</strong> the success <strong>of</strong> the transformation process hinges on the work culture <strong>of</strong>academics. Spending significant resources on the recruitment <strong>of</strong> <strong>research</strong> activeacademics should be accompanied by systematic measures to retain them, includinga satisfying work environment. Major <strong>research</strong> intensive universities instinctivelyrecognise the importance <strong>of</strong> sensitively managing the balance <strong>of</strong> permittingsubstantial freedom in the ways academics arrange their academic lives, whilemaintaining their primary obligation to the mission <strong>of</strong> the institution.The <strong>executive</strong> <strong>leadership</strong> position statement on <strong>research</strong>-teaching connectionsshould therefore explicitly acknowledge the critical importance <strong>of</strong> core academicvalues and aspirations, especially those centred on academic autonomy, leavingroom for interpretation at the local level. It is useful to consider that tapping intothe preference <strong>of</strong> most <strong>research</strong>-active academics to engage in both <strong>research</strong>and teaching in a meaningful and balanced way, has the major overall benefit <strong>of</strong>improving their general level <strong>of</strong> work satisfaction.What it means in practiceIdentify practical steps and tangible benefits to support changeThe importance <strong>of</strong> aligning <strong>research</strong> and teaching is widely acknowledged in missionstatements but not always central to the actions <strong>of</strong> <strong>executive</strong> leaders <strong>of</strong> <strong>research</strong>as they go about the task <strong>of</strong> increasing <strong>research</strong> productivity. While there may bea general view that the link between <strong>research</strong> and teaching is important for theFocus 4 — Developing a <strong>research</strong>-oriented workforce85