Aspiring and Current Research Leaders Programme

Aspiring & Current Research Leaders Programme

Coming soon to UCC

 

The Aspiring Research Leaders and Senior Research Leadership Development programmes, were designed by the Irish Management Institute in conjunction with UCC.  It will consist of two modules over 4 days per programme.

 

 

Aspiring Research Leaders Programme 2019

The Programme will cover:

Leadership in Research

 

  • Consider the role of research leader in the context of the organisational mission, vision, values and strategy, and specifically the behaviours expected of a Research Leader 

Effective leadership

  • Understand what makes an effective manager and the possible derailers, and the importance of personal understanding and awareness as a first step in leadership development
  • Consider what skills, including thinking, soft and hard skills, effective managers should have in their toolkit

 

You as a leader

  • Consider, based on the previous sessions, how you fit versus this – where are your strengths and gaps?
  • Create a personal learning and development roadmap, and identify a learning network (people (peers, mentors, experts etc.) and resources)

Team Leadership

  • Understand the characteristics of effective teams and team leadership
  • Distinguish ways to adjust one’s inter-personal and team leadership style appropriate to the situation
  • Practice teaming and collaboration as part of the module

Delivery of Results

 

  • Explore the delivery responsibilities of those in the room, the key management capabilities required to ensure these are achieved (goal setting, tracking, people management, performance management etc. ) and learn useful techniques to improve performance of key capabilities

 

Peer Learning Sets 

 

  • Discuss, in a self-directed peer environment, the challenges you are facing in managing goals, people, collaboration, resources and risks and how to address these

 

 Decision-making

  • Understand the importance of effective decision-making as a core capability in the manager’s toolkit
  • Build awareness of own current approach to decision-making, and the strengths and gaps in that approach
  • Explore useful frameworks for decision-making that can be applied in a range of scenarios

Communications

  • Explore influence and impact at an inter-personal level
  • Understand and develop the skills of an effective communicator as a core capability in the manager’s toolkit
  • Learn how to effectively convey information and express thoughts and facts in a manner that will persuade and influence others at the team level
  • Practice, using role play, key communication skills including the giving of feedback that is timely, specific and tied to performance goals

Peer Learning Sets

  • Discuss, in a self-directed peer environment, the challenges your are facing in decision-making and communicating within and outside teams and how to address these

 

 

Experienced Research Leadership Programme 2019

Leadership in Research

  • Consider the role of leader in the context of the organisational mission, vision, values and strategy, and specifically the behaviours expected of a Research leader (referencing the earlier profile)

Effective leadership

  • Understand what makes an effective leader and the possible derailers, and the importance of personal understanding and awareness as central in leadership development
  • Consider what skills, including thinking, soft and hard skills, effective leaders should have in their toolkit

You as a leader

  • Consider, based on the previous sessions, how you fit versus this – where are your strengths and gaps?
  • Create a personal learning and development roadmap, and identify a learning network (people (peers, mentors, experts etc.) and resources)

 

Leadership at the Organisation and Strategic Level

  • Explore how to create a climate in which people want to do their best as part of a cohesive, cooperative multi-team effort

Delivery of Results

  • Explore the delivery responsibilities of those in the room, the key management capabilities required to ensure these are achieved (goal setting, tracking, people management, performance management, financial management, strategic management etc. ) and learn useful techniques to improve performance of key capabilities
  • Explore how to improve organisational performance through continuous improvement and innovation

Strategic Role

  • Explore, how, as senior managers, participants can lead the implementation of strategy and change in Tyndall

Peer Learning Sets

  • Discuss, in a self-directed peer environment, the challenges you are facing in managing goals, people, teams resources including IT, financials etc. and risks and how to address these

Decision-making

  • Explore decision-making at a strategic level and build awareness of own approach, and the strengths and gaps in that approach
  • Discuss how to develop the ability to make informed, effective and timely decisions in a manner that is both consultative and empowering for staff and inclusive of UCC needs

Communications

  • Deepen communication skills in order to influence own teams and build relationships across UCC/Tyndall and with other external stakeholders (funding partners, industry etc.)
  • Understand what executive presence means, its importance for senior leaders, and how to develop it

Leadership Narratives

  • Hear personal narratives from experienced leaders, from inside and outside UCC, on their approach to decision-making and how it has evolved over their career (Guest speaker)

Peer Learning Sets 

  • Discuss, in a self-directed peer environment, the challenges you are facing in communicating across teams, functions, the Institute and the wider stakeholder community and how to address these

 

Participant Outcomes:

Both programmes will enable participants to:

  • Appreciate the role of the research leader in the context of latest thinking and practice on leadership, effective leadership in a research institute with a brief to deliver economic impact and the wider UCC leadership approach to leadership
  • Evaluate themselves as research leaders becoming aware of the strengths they bring to their roles and any development gaps in terms of leadership competencies (knowledge, behaviours, skills)
  • Begin development of key competencies associated with leadership – the ability to deliver results through people, to make effective decisions and communicate with purpose and impact - including fostering a commitment to self-development
  • Deepen their peer networks within Tyndall which can be drawn upon for advice and support outside of the programme

Department of Human Resources - HR Research

Ground Floor, Block E, Food Science Building, UCC

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