book

Towards Scientific Leadership, 2nd Edition

Name: Towards Scientific Leadership, 2nd Edition
ISBN: 9783111325873

by J. (Hans) Niemantsverdriet, Jan-Karel Felderhof

October 2024

Intermediate to advanced

177 pages

6h 45m

English

De Gruyter

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1 Creating success in your own scientific world
1.1 The world of research and development is highly competitive1.1.1 The academic climate has changed considerably over the past decades1.2 Trends in governance, control, management, and leadership1.2.1 Historic developments in management, governance, and control1.2.2 The scientific leader of the early twenty-first centuryGuest column: Define your passions and follow them to achieve long-term successToward a leading position
2 Leading yourself and others in research
2.1 Introduction2.2 Your tasks as a research leader2.3 Different ways in which people approach their work2.3.1 Balance2.3.2 Knowing yourself2.4 People’s achievement dimensions2.5 Self-leadership2.6 Toward scientific leadership – a practical definition2.6.1 A working definition for academic leadership2.6.2 Some leadership styles2.7 Concluding remarks on leadershipGuest column: Stand out by combining groundbreaking blue-skies research with collaborative industrial projects
3 Presenting science: publications, talks, posters, and some ideas on conferences
3.1 Introduction: a crystal-clear message for a specific audience3.2 Writing publications3.2.1 Why do scientists publish?3.2.2 Measures for prestige: Hirsch-index and impact factor3.2.3 The basic principles: a clear message for the readers3.2.4 Stage 1 – before you write3.2.5 Stage 2 – writing the paper3.2.6 Stage 3 – submission of your manuscript3.2.7 Stage 4 – the editorial process: editors and reviewers3.2.8 Stage 5 – promote your work3.2.9 In conclusion3.3 How to give successful presentations3.3.1 The attention curve – help the audience to focus on your message3.3.2 Why are audiences distracted?3.3.3 Ten steps to a successful presentation3.4 Posters: ideal enablers of discussion3.4.1 When is a poster successful?3.4.2 Frequently made mistakes3.4.3 Ten steps to a successful poster presentation3.5 Conferences3.5.1 Types of meetings3.5.2 Opportunities – engage!3.5.3 Finally, some sources of irritation
4 Management skills for researchers
4.1 Introduction: the scientist as manager4.2 Fundraising: who will pay for your research?4.2.1 How are universities and research groups funded?4.2.2 How is your research group funded?4.2.3 Writing an effective grant proposal4.3 Time management – creating quality time to think4.3.1 Priorities: urgent is not the same as important4.3.2 Personal quality time zones during the day4.3.3 The Pareto principle: the 80/20 rule4.3.4 Avoid wasting time4.3.5 Time management of coworkers: delegate small projects instead of tasks4.3.6 Cultural aspects in the perception of time and the way it is spent4.4 A little project management4.4.1 Definitions: projects differ from routine work4.4.2 Scope, time, and resources4.4.3 Stages in a project4.4.4 Scientists prefer agile management styles4.5 Knowledge management and capturing implicit know-how4.5.1 Document essential procedures and “lessons learned”4.6 Contact and relation management4.6.1 Relation management4.6.2 The elevator pitch: half a minute to get your message across4.7 Conflict managementGuest column: Time, money, and great ideasPublication strategy: Think about a research portfolioMake sure you and your work are noticedPersonal lessons
5 Planning the road to the future: strategy and comprehensive plans
5.1 Introduction5.2 Vision5.3 Mission5.4 Goals for short, medium, and long term5.5 Strategy5.5.1 The playing field: explicit and implicit rules of the organization5.5.2 Strengths, weaknesses, opportunities, and threats: the SWOT analysis5.5.3 A comprehensive plan5.5.4 A procedure for assessing your research unit, department, and organization together with your coworkers5.6 Concluding remarks on vision, mission, and strategyGuest column: Science is the right guide for the future
6 Understanding how to build successful teams: creating synergy between people who trust each other
6.1 Modern science is teamwork6.1.1 Hierarchy in teams6.2 Understanding the people you work with – we are all different6.2.1 A little psychology: the “big five” personality traits6.2.2 The Myers-Briggs types6.2.3 Personal performance and self-leadership dimensions6.3 Successful team leaders have emotional intelligence6.3.1 Emotional intelligence and emotional culture are linked6.4 The “3B” approach to authentic resources6.5 Supervision – helping students to become colleagues6.6 Concluding remarksGuest column: Research should be managed by motivation – not by control
7 On the road to scientific (self)-leadership
7.1 Introduction: leadership based on authenticity and agility7.1.1 You and your (self)-leadership personality7.1.2 Self-leadership rests on tangible and intangible skills and capabilities7.2 Part 1: the power of authenticity and feeling recognized – the 3Bs7.3 Part 2: a personal plan toward a successful scientific career and (self)-leadership – the 6T approach7.3.1 The risk of ignoring essential dimensions or declaring them irrelevant7.3.2 The 6T trajectory to authentic leadership, high performance, and strong impact and becoming passionate about it7.3.3 Dynamic strategies7.4 Part 3: nine elements for enhancing your capabilities – 9Es7.4.1 Toward complete self-control: the performance aspect7.4.2 Toward full control: the self-leadership aspects7.4.3 The duality paradox between the “I” and the “self”7.4.4 Being in control of your organization7.5 Flocks, teams, and flock leadership: leading on authenticity without losing control7.5.1 How to lead on authenticity7.5.2 Staying in control of a self-propelling organizationGuest column: Fundamental research on social investment and its impact on policyA case for effective yet affordable social policiesUnexpected impact on policymakers
8 Implementation of self-leadership and the 3B-6T-9E enhancement philosophy in organizations
8.1 At the level of teams8.2 At the level of a larger organization: the top-down approach8.3 Middle-up-down8.4 Bottom-up8.5 Finally
Worksheets
Index

Content preview from Towards Scientific Leadership, 2nd Edition

4 Management skills for researchers

4.1 Introduction: the scientist as manager

As we described in Chapters 1 and 2, being a successful scientist requires activities on several fronts. In his Guest Column (page 97), Graham Hutchings presents his three most important enablers for high-quality research: “great ideas, money, and time.” Running a large laboratory that covers several research topics obviously needs a smooth organization to ensure that each subject receives the attention it deserves and the resources it needs to become a success. But the same is true for the much smaller research activity of a young assistant professor or a junior research scientist. Investing in skills that help you organize your work efficiently and effectively ...

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Towards Scientific Leadership, 2nd Edition

by J. (Hans) Niemantsverdriet, Jan-Karel Felderhof

4 Management skills for researchers

4.1 Introduction: the scientist as manager

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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