Research Leadership Intensive

July 15 - July 17, 2019
Intercontinental New York Times Square
New York, NY

Research, technology, and innovation are becoming ever more complex. Success requires vision and focused research management leadership. Strong managers bring order and consistency into complexity but forging ahead in a competitive environment requires strong leaders who understand themselves, their teams, and their environment. These leaders can enact and implement change. Strong and effective leaders are comfortable with complexity and ambiguity and have the right blend of being people-focused and outcomes driven!  The original two-day Research Leadership Intensive training received outstanding reviews at its inaugural presentation in Chicago earlier in 2015. Since then, SRAI has extended training program to a three-day intensive with the third day being covering more advanced subject-matter. The Research Leadership Intensive training will explore theory, skills, strategies, and best practices for leading successfully in a research management environment. 

Topic Descriptions

Leadership Theories, Styles, and Qualities
There are many theories of leadership including naturalistic theories, functional leadership theories, situational leadership theories and those that contrast transactional vs. transformational leadership.  Similarly, there are many definitions describing the difference between leadership and management.  This component of the workshop will briefly examine these theories, consider pathways in research management leadership and define the foundational qualities of effective leaders.  It will also examine the new leadership qualities now considered necessary for the 21st Century leader.

Leading a Research Office – Communication / Culture / Cooperation
High quality research is underpinned by high quality research office support. This section of the program will examine the changing nature and roles of research offices, the characteristics of effective research offices, and provide practical suggestions on how to build the right cultures in effective offices (service culture, team culture and learning culture). The session will also examine communication strategies to ensure that the role and work of the office is understood across the institution and will also include a discussion of the role of cross institutional collaboration to achieve the institution’s research goals.

Effective Communication and Emotional Intelligence
The previous session includes discussion of office communication strategies, this session will focus more on individual communication styles including the role of verbal and non-verbal communication. It will include the elements that influence effective communication, including: trusted communication, active listening, recognizing bias, impact of gender issues, and dealing with diversity. Emotional Intelligence or Emotional Quotient (EQ) is now considered as equally an important leadership trait as IQ. EQ refers to the ability to monitor one’s own and other’s emotions and to use this information to guide behavior. This session will look at the different attributes of EQ, why it is important and how to develop EQ. Case studies and practical examples will give conference attendees the opportunity to apply EQ principles in simulated workplace situations. 

Team Building and Leadership
A team leader is one who provides direction and instruction to a group of other individuals and who takes collective responsibility for their actions and outcomes. Effective team leaders understand themselves, their institutions, their role in the institution, and, importantly, their team members! True team leadership derives from more than a position in an organizational structure – it derives from individuals who can understand and motivate others and whose actions model required behaviors.  In this session participants will learn and discuss the qualities that make up effective team leaders.   

Leadership Strategies for Reducing Conflict
Each of us will at some stage be in a position where we must deal with a difficult person in our office, in our institution or from an external stakeholder. These interactions, if not dealt with well, can become a source of anxiety and decrease satisfaction and job productivity. This session of the workshop will examine how to recognize when we and/or others create difficult situations, strategies for dealing with difficult people and situations, dealing with aggression, and shifting the balance of power. Concepts will be supported by case study discussion and role playing.

Effective Delegation
Using deliberate delegation skills is one of the most effective ways for leaders (and those who aspire to lead) to enhance their organizational position. However, leaders frequently find themselves at odds when it comes to delegating; after all, what made them a leader was their ability to get the job done and giving their “strength” away seems counter-intuitive to success. This session will explore why delegation is so important to efficient management and operations and how it can make you and your office more successful and productive – essential outcomes for today’s vibrant research management office.

Managing Up/Using Influence
Influence is a leadership skill to be learned. It derives not from a position but from an individual and his/her ability to understand and work within his/her institution. This session will discuss various influence models and include a case study about implementing a new policy, which demonstrates the use of influence to achieve desired outcomes.

Leading Change
It has been said that change is the only constant! To work in a research administration environment is to continually work with change. Research office leaders are often called on to lead and manage change in their offices and/or in processes. This session will examine the steps in managing effective change including: gaining buy in for the need to change, establishing change agents, taking initial steps and then following through and creating new cultures when the change process is complete.

Implementing Research Strategy
Research offices and senior research administration personnel are now at the frontline of strategy implementation. This session will consider those elements necessary to ensure effective implementation of institutional research strategies.

Risk Assessment and Management
There are many clichés when it comes to risk – no gain without risk, anything truly worthwhile is worth taking a risk, etc. But how much risk is acceptable? Personal risk? Professional risk? Institutional risk? Public trust and/or safety risk? This session will examine ways for leaders to assess different types of risk generally encountered in a research management setting and how best to manage risk inherent situations.

Assessing Research Performance
An essential skill for research management leaders is to know how to assess their faculty/department/institution's research performance and to analyze whether research strategies are being achieved. There are a wide variety of measures available for research inputs, outputs, and outcomes. This session will cover concepts on using data and information on research performance to effectively analyze research strategy.

Succession Planning
As millennials start to take over the workplace, the post-war generation of baby-boomers is starting to face the specter of retirement or perhaps taking on a new challenge in a new organization. You have spent the last five, ten, or twenty years reaching new heights and run a stellar research enterprise. Have you ever thought about what will happen when you are ready to leave? Can anybody else in the organization fill your shoes? You care too much to just walk away – but how do you prepare for a graceful exit that will insure institutional stability and success when you are gone? This session will explore what you can do on a personal and institutional level to ensure continuity of service and institutional stability and growth.