The Handbook of Research Management is a unique tool for the newly promoted research leader. Larger-scale projects are becoming more common throughout the social sciences and humanities, housed in centres, institutes and programmes. Talented researchers find themselves faced with new challenges to act as managers and leaders rather than as individual scholars. They are responsible for the careers and professional development of others, and for managing interactions with university administrations and external stakeholders. Although many scientific and technological disciplines have long been organized in this way, few resources have been created to help new leaders understand their roles and responsibilities and to reflect on their practice.

This Handbook has been created by the combined experience of a leading social scientist and a chief executive of a major international research development institution and funder. The editors have recruited a truly global team of contributors to write about the challenges they have encountered in the course of their careers, and to provoke readers to think about how they might respond within their own contexts.

This book will be a standard work of reference for new research leaders, in any discipline or country, looking for help and inspiration. The editorial commentaries extend its potential use in support of training events or workshops where groups of new leaders can come together and explore the issues that are confronting them.

Enacting Leadership in Research Programmes



This chapter is written from the perspective of an author based in a business school. It reviews the body of empirical research on leadership that has been carried out in studies of business and management, within a number of social sciences, to develop a model of best practice for large scale research programmes.

Much business and management literature is still preoccupied with the individualistic heroic leader (Fletcher, 2004; Khurana, 2002; Uhl-Bein, 2006). However, contemporary commentaries on leadership in business organizations have become more focused upon leadership process, and developed a corresponding understanding of leadership as a plural phenomenon. This literature is synthesized by Denis et al. (2012) in the Academy of Management Annals. Plural leadership is regarded as particularly suited to ...

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