Leadership in academia involves different fields of activity, each of which has its own logic and dynamics. In particular, a distinction is made between tasks and roles in research, in teaching, in academic networks and in the organisation.

Scientific managers need a holistic view and the expertise to be able to switch between the individual fields depending on the situation.

Download Scientific Leadership Portfolio

Leading Science

Researcher, Expert

  • „core competence“
  • reputation within scientific community
  • scientific hierarchy

power of expertise

Leading Education

Program Manager, Teacher

  • responsible for study programs
  • undergraduate education
  • promotion of young researchers

mentorship

Leading Networks

Head of Competence Center, Project Manager

  • more coordinator than manager
  • often external money driven
  • demands high degree of network competence

coordination, importance to convince

Leading Organization

Head of Department or Institute

  • „traditional“ line management
  • organizational hierarchy
  • function of administration

organizational power, disciplinary consequences

Remark: The model was originally developed at Chalmers University of Technology in Gothenburg, Sweden, and adapted for leadership work at BOKU University.