Leadership in research: about building relationships.

Although many assume that conducting cutting-edge research in a particular field is synonymous with leadership, I challenge this assumption. I believe it is fair to say that just as many managers are not leaders, neither are all researchers. For many people, trying to learn the research process and to complete that first (or seventh) study seems to be an overwhelming task. In the world of research, completing the study is just the first step ... making the research come alive and using it to build capacity for future science and scientists and to tell stories that capture policymakers’ attention and ultimately lead to policy change, are what it is all about. Over the years, I have come to understand that leadership in research is about building relationships. Initially my relationships were with thesis supervisors and other deities whose words and mentoring were sacred. Later, as the playing field began to balance and I had some research successes of my own, my collaborative relationships expanded to include colleagues engaged in research and future researchers. In the past several years, these relationships have developed further to include individuals who are challenged to use the scarce information from research to make decisions or to guide discussion of alternative policy choices. Each step of the way has brought new learning and clearer insight into what my role in the relationship should and should not be. Understanding myself and my individual quirks has helped me learn how to manage myself (most of the time) so that my behaviors do not encumber building these relationships. Without realizing it, I have been influenced by the leadership principles hypothesized by Kouzes and Posner (1997). The five leadership principles include: modeling the way, inspiring shared vision, challenging the process, enabling Leadership in Research: About Building Relationships