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277 Top Leadership Research Topics for Your Thesis

For most students, working on leadership research topics is a fascinating task. That’s because this subject spans different disciplines, including education, management, sociology, politics, and psychology. For this reason, many learners choose these topics when writing college and university papers.

In most cases, educators do not specify the topic for learners. That means every learner must choose or develop a topic for their academic paper. Consequently, learners look for leadership areas that interest them and then pick their leadership paper topics.

Here are pointers for selecting a topic for your leadership essay or paper:

Start by choosing a subject area Narrow down your subject area Focus on leadership, not management Bear the educator’s instructions in mind Aim to answer a question in your subject area

If interested in this subject, here is a list of leadership topics you consider for your papers.

Interesting Dissertation Topics in Educational Leadership

When pursuing a course in educational leadership, educators require learners to complete a dissertation by employing their new learning and professional knowledge. When writing this paper, a learner should demonstrate organization, transformative leadership, and the ability to initiate community change. Here are sample topics in this category.

Interrelation between poor school results and poor leadership
How social media affects educational leadership
Impacts of technology on educational leadership
How leadership in mediocre schools can simulate top performing learning institutions
Effects of the leadership culture on running educational institutions
How to blend strategic teaching methods with efficient organization
How educational leadership affects society
How educational leadership influence researchers and literature
Educational leadership and success path
Educational leadership and social transformation
Educational leadership’s role in society
Can education leadership bring about change?
How to include the community in education leadership
Effectiveness of interdisciplinary teams in the running of the middle schools
Women role in education leadership
How cultural organization affects educational institutions
Diluting racist habits in accredited universities
How to seamlessly pass teachers’ excellence to students
How educational institutions can offer exceptional leadership by thinking outside the box
How to evaluate negative traits of instructors teaching similar subjects
How fighting for leadership positions affect schools and students
How to compassionately develop students with dyslexia
How to strategically blend teaching methods with efficient organization
How culture influences educational institutions’ leadership
How effective educational leadership helps learners achieve academic goals
How educational leadership affect how learners think about their future and intellectual abilities
How teachers can encourage learners to take exams and testing more seriously
Do teachers have adequate training on how to be influential leaders?
Should learning institutions evaluate teachers depending on their leadership abilities?
What changes in training opportunities can encourage teachers to exercise leadership strategies?

Pick any of these educational leadership research topics and investigate them extensively to develop a brilliant dissertation.

Hot Leadership Training Topics

Leadership training is crucial for future and current leaders. Anybody that wants to become a supervisor, manager, or leader at any capacity should undergo some training to cultivate and nurture their skills. Here are some of the best leadership topics to write about in this category.

How organizational leaders can enhance productivity
How company leaders can retain the best employees
How to improve decision making in an organization
How to implement effective leadership styles
How leaders can support succession in their organizations
How to delegate and empower employees
Role of organizational leaders in conflict resolution
How to change management and executive leadership
How leaders can command respect without issuing commands
How leaders can motivate and engage employees
How corporate leaders can enhance interpersonal relationships
How decision skills can streamline organizations and nurture confidence
How leaders can train employees on energy and time management
How leaders can train employees about self-awareness
Practical communication skills for organizational leaders
How leaders can encourage peer-to-peer training
The role of leadership in organizational development
How to design helpful leadership training modules
How to automate corporate learning paths
How to measure results in leadership training
Importance of leadership training
How leaders can deal with organizational change
How leaders can use coaching to enhance employee performance
Qualities of practical leadership training and mentorship programs
How leaders can create a learning culture in an organization
How a company employee can benefit from a leadership course
Which leadership strategies can enhance a team’s performance?
Describe different leadership styles with examples
What leadership training means for a business
Can leadership training affect organizational success?

Any of these topics can be the basis of an excellent paper. However, take your time to research your preferred idea to come up with a high-quality paper.

Trendy Leadership Development Topics for Research

Leadership development entails expanding individuals’ capacity to perform their leadership roles in organizations. Here are topic ideas to consider in this category.

When is leadership coaching necessary?
Who should provide leadership coaching?
Which are the best leadership development opportunities?
How emotional intelligence can enhance leadership development
Describe executive development
How innovation can enhance leadership development
Mentorship for leadership development- How does it work?
Can leaders act as teachers?
Why strategic planning matters when it comes to leadership development
Role of leadership development in team building
How coaching can enhance leadership development
Can leadership development enhance accountability?
Why change management coaching should be part of a leadership development program
How leadership development can turn leaders into negotiators and influencers
How communication skills can enhance leadership development
How organizational leaders can develop creativity
Essential skills to acquire from a leadership development program

Pick any of these topic ideas and then develop them via research to develop a winning paper. Use different information sources to gather relevant information before writing your essay.

Organizational Leadership Dissertation Topics

Organizational leadership is an exciting research field. What’s more, you can use a topic in this category to impact a difference in an organization. And this can enhance your employability when seeking a job. Depending on your dissertation requirements, you can pick and work with any of these topics.

How blended-learning techniques can enhance the critical thinking of organizational leaders
Essential administrative services that hospitality industry leaders should provide
Qualities of charismatic and prevention-oriented leaders for the success of medium-sized enterprises
How leadership behaviors affect the corporate culture
How leadership practices influence the success of an organization
How organizational leadership and culture affect the success of a small enterprise
Why executive leadership is essential in developing countries
Organizational leadership’s role in a multicultural environment
Investigating variations in conventional organizational leadership and charismatic leadership
How leadership quality and training can improve organizational performance
How corporate culture can influence the leadership decisions to try a new business strategy
How a country can produce the organizational leaders it requires
How managers can provide leadership aspirations to subordinates
How global company leaders can influence their overall cultures
How corporate culture impacts a company’s leadership
How assumption-based planning can save money for an organization
How organizational leadership differs from management
How differentiating leadership from management can enhance the achievement of organizational goals
How to evaluate the effects of administration on the organizational performance
How to examine leadership effects and vision clarity on business organizations
How leadership affects organizational performance
How a corporate leader can devise work teams in a company
Impacts of leadership skills on employees performance

Any of these organizational leadership topics can be the basis of a brilliant paper. However, you must research the idea extensively to include relevant information in your writing. That way, your educator and organizational leaders will find your essay worth reading.

Fantastic Women’s Leadership Topics

It’s no secret that studies about women in leadership topics have increased over the years. Perhaps, that’s because women’s status in workplaces has improved recently. Here are brilliant ideas to explore if interested in writing a research paper in this category.

The role of women personality in leadership
What are the primary barriers to women’s leadership?
Society stereotypes that threaten women leadership
How the responsibilities of women differ from those of their counterpart males
How the personality of women leaders differ from that of men
How women’s leadership style differs from that of men
How family responsibilities affect female leaders
Do current male leaders resist female leaders?
Must women leaders outperform their male counterparts to be considered adequate?
How lack of sufficient household support affects women leaders
How women leaders can help in unlocking the full economic potential of a country
How influential women leaders juggle between family and work
How powerful women leaders define work and success
How gender stereotypes affect female leaders
How modern female leaders balance careers and family
How stereotypes shape women leaders’ performance and intellectual identity
Family business success- What is the role of women?
Gender, sex, and leadership
How women can change organizational leadership
How great women leaders can inspire people to take action

Take any of these topics and develop them into an excellent paper through research. The internet is awash with resources that cover women and leadership issues. That means you won’t have a hard time finding relevant information for your topic.

Interesting Leadership Topics

Perhaps, you’re looking for an exciting topic for your research paper or essay. In that case, here are some of the best ideas to explore.

A case study of Bill Gates’ leadership
Motivation and leadership- What’s the difference?
What are the key characteristics of transformational leadership?
Investigating leadership and management across culture
Characteristics and distinctions of management and leadership
Explain radical leadership with examples
Discuss different leadership and management styles
Ethical leadership theories and models
Othello and Machiavelli’s leadership skills
Leadership concepts, according to Kentucky Fried Chicke
Moral and cultural contingencies of leadership
An investigation into team leadership
Discuss the hospitality industry’s leadership and management
How diversity affects the leadership effectiveness
Which are the best leadership practices
Socrates and organizational leadership
Aspects of leadership and team behavior
Leadership and management in business- How they relate
What is ethical leadership?
Leadership as a strategy in human resource and company policies
Leadership and organizational behavior- How they relate
Why is strategic leadership essential in the business environment?
How gender difference affects leadership styles
What is systematic leadership?
Why is civic leadership important?
How negative leadership affects an organization
Leadership role in an organization’s transformational
Classifications of different leadership theories
Theoretical perspectives of organizational leadership
Human resource planning and leadership development
Leadership contingency theories
Military leadership style and coaching combination
Benefits, roles, and limitations of leadership
Supervising and leadership influence on human services
Leadership theories and effective organization change
Discuss various leadership style concepts
Governance and leadership- What’s the difference?
Troubled companies and their leadership
Participative and situational leadership theories
Analyzing the authoritative leadership style
Effective management and leadership strategies
Why strong leadership is crucial in a business organization
Integrating different leadership styles
Leadership and education role modeling
How effective leadership can enhance employees productivity
How managers can motivate employees by serving as their leaders
How political leadership can affect an organization
Leadership role in solving organizational challenges
A critical perspective on leadership and management
Evaluation of John Kennedy and Bill Clinton’s political leadership
An analysis of the most influential leader in the world
Effective leadership learning processes in an organization
Servant and followership leadership
Leadership principles of effective teachers
Analyzing Ciulla Joanne’s The Ethics of Leadership
Is servant leadership effective in school administration?
Creativity and leadership revision
Leadership and motivation theories
The role of leadership in a multinational company
Participative approach versus autocratic leadership
How ethical leadership can influence decision-making
How a company’s leadership can manage change effectively
Innovation and leadership in a business
How transformational leadership can benefit women
Describe the role of leadership in a medical facility
Variations in ethical leadership
Scientific methods for studying leadership
Strategy as leadership and practice
Leadership and service quality
How school governance affects school leadership
How leadership and power relate
Investigating leadership through a behavioral approach
Effective styles for strategic leadership
Strategic leadership- A critical examination
Describe how contingency leadership works
Discuss theorists and theories on leadership
How to develop a leadership strategy in an organization
Why leadership models are valuable
Leadership strategies as success factors
Qualities of effective leadership strategies

These are exciting leadership topics for discussion in an academic paper or essay. Pick an issue in this category and then research it extensively to develop a brilliant piece.

Nursing Leadership Paper Topics

Do you want to write a research paper or essay about nursing leadership? If yes, pick any of these brilliant nursing leadership paper topics.

Strategies for developing nurse leaders
How concept-based learning techniques affect nurse leaders
What are the qualities of the best nurse leaders?
How a nurse leader can manage stress
Criteria for being considered a nurse leader’s mentor
Essential nursing leadership areas to study
Qualities of a practical nursing leadership program
Why nursing leadership is vital in healthcare management
A review of ethical nursing leadership and practice
What are the values of ethical nursing leadership and training?
How to balance nursing leadership and service quality
Nursing leadership fundamentals
The global status of nurse leaders
Practice experience that every nurse leader should exhibit
Nursing leadership from a patient’s perspective
How to apply nursing leadership in a nursing home
A comparison of nursing leadership in an adult ward and a pediatric ward
Vital skills for a nurse leader during an emergency
Challenges facing nursing leaders
What leadership means to nurses
Leadership from a nurse perspective- What does it mean?
Disadvantages of being a nurse leader
What are the inherent nurse leaders’ values?
The role of nurse leaders in public hospitals
Nursing leadership status in private hospitals
How nursing leadership differs in private and public hospitals
Trends in nursing leadership
Assessing nursing leadership in third-world countries
Long and short-term goals for nurse leaders
Activities for enhancing nursing leadership.

Any of these nursing leadership topics can be a great idea for research. However, prepare to investigate your preferred issue to develop an excellent paper. Nevertheless, you can even seek professional assistance if you love the topic but lack adequate time to write about it.

Leadership Speech Topics

Perhaps, you want to write a speech to present to your class or during a business meeting. In that case, this category comprises some of the best leadership presentation topics.

How to be a transformative leader
What makes a strategic leader?
Why organizations need moral leaders
How to lead with inclusion and integrity
Leadership and dissent- Doing the right versus doing something right
Practicing leadership in an inter-agency context
How to make a difference using leadership
Transactional or transformational leadership- What works?
How effective leadership looks like
How to practice effective leadership
How to become a leader
How to lead with compassion
Qualities that every great leader should exhibit
The power of effective leadership
How a leadership vision can propel an organization forward
How to understand and work with followers as a leader
How a leader can adapt and listen to changes in an organization
How consistent efforts make great leaders
Qualities that made great leaders in history
The golden rule of outstanding leadership

These are brilliant leadership discussion topics. However, prepare to research your preferred idea before you write a speech about it. That way, you will come up with a presentation that will move your audience.

Leadership Topics for Managers

Perhaps, you want to write about a leadership issue that managers will find interesting to read. In that case, these leadership research paper topics will interest you.

How managers can develop performance standards and goals
How managers can promote effective discipline
How a manager can improve work habits
How company managements can manage complaints
How a manager can provide performance feedback
Effective conflict resolution techniques for company managers
How a manager can support change in a company
Effective ways for managers to delegate tasks
How to effectively communicate with the upper management
How a manager can train or coach others
Essential leadership skills for managers
How managers can create trust and transparency in their organizations
How managers can encourage individual employees to find personal motivation
How managers can encourage innovation and initiative
How a manager can build self-confidence
Practical time management skills that every manager should have
Body language and public speaking for managers
How company managers can minimize employee complaints
How managers can lower stress among employees
Why training is essential for new managers
Why every manager should know industry-specific regulations
How managers can create an inclusive workforce
How managers can nurture talents and ensure employee retention
What training methods can managers use to empower employees?
Firing and hiring- What should know managers know about these responsibilities?
Which skills should managers cultivate to support company employees?

These are brilliant leadership essay topics for managers. However, you need time to research any of these topics to write a winning paper.

Having an Issue Completing Your Leadership Dissertation?

Whether you need leadership dissertation topics or essay ideas, you have many options to consider. Nevertheless, pick an interesting topic that you’ll enjoy working with, from research to proofreading your paper. But if you have difficulties writing your essay, seek an expert’s writing help online. With cheap, high quality assistance from reliable academic writers, you can have a competent specialist handle this assignment for you from the beginning to the end. And you can impress your educators to accord you the grade you desire. So, if stuck with this assignment, contact the best expert writers for hire to write your paper or essay without breaking a sweat.

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Leadership Research Paper Topics

The exploration of leadership research paper topics is a vital task for students studying management. These topics delve into the theory and practice of leadership, offering valuable insights into the dynamics of organizational success. The following guide provides a comprehensive list of leadership research paper topics categorized into ten areas, from leadership theories and styles to the role of women in leadership. This guide will also discuss the breadth and depth of leadership as a research area, advise on how to choose the right topic, and share tips on writing an excellent leadership research paper. We will then introduce the custom paper writing services offered by iResearchNet, which can provide expert, tailored assistance for any leadership research topic. The text concludes with a compelling call-to-action, encouraging students to leverage iResearchNet’s services for their research paper needs. The central aim is to facilitate students’ journey in leadership studies, fostering academic growth and development.

100 Leadership Research Paper Topics

Studying leadership calls for a comprehensive variety of topics, reflecting the broad and deep nature of this area of study. This section presents a vast array of potential topics, categorized into ten key areas, each featuring ten unique subjects for investigation. This presents a multitude of directions for students to dive deep into their leadership research papers.

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Get 10% off with 24start discount code, 1. leadership theories:.

Analysis of the evolution of leadership theories from trait to situational theories.
A comparative study of transformational and transactional leadership models.
A deep dive into the contingency theories of leadership.
A practical exploration of the path-goal theory in modern organizations.
An examination of servant leadership theory’s applicability in non-profit organizations.
Exploring the role of emotional intelligence in the framework of authentic leadership.
Evaluating the impact of charismatic leadership on employee motivation and productivity.
Adaptive leadership theory in crisis management: an exploration.
A detailed study of the correlation between leadership theories and personality traits.
Leadership theories’ applications and implications in team management and dynamics.

2. Leadership Styles:

The implications of autocratic leadership on employee satisfaction and morale.
How democratic leadership fosters innovation and creativity in the workplace.
The role and effects of laissez-faire leadership in creative industries.
An investigation of transformational leadership’s influence on organizational culture.
Evaluating the impact of transactional leadership on performance metrics.
Applicability and effectiveness of servant leadership in corporate settings.
Pros and cons of paternalistic leadership in different organizational structures.
An examination of strategic leadership in the rapidly evolving tech industry.
Analyzing the effects of adaptive leadership in the complex field of healthcare.
A correlation study of leadership styles and employee retention rates.

3. Leadership and Ethics:

Ethical leadership’s role in shaping and promoting corporate social responsibility.
Analysis of the ethical dilemmas encountered by leaders in healthcare organizations.
How ethical leadership moulds and influences organizational culture.
A study on the corporate scandals resulted from unethical leadership.
The ethical considerations in leadership decision-making processes.
The relationship between ethical leadership and employees’ moral judgments.
A sector-focused analysis of leadership ethics in the banking industry.
Measuring the impact of ethical leadership on brand reputation.
Exploring the influence of ethical leadership on corporate sustainability strategies.
Leadership ethics in political organizations: an in-depth study.

4. Leadership and Diversity:

The impact of diverse leadership on an organization’s inclusivity.
Cultural diversity’s influence on leadership styles in multinational organizations.
A study on the challenges faced by women in leadership roles.
Evaluating the role of leadership in promoting gender equity in corporate organizations.
The effect of diverse leadership on fostering innovation in multinational corporations.
An examination of racial diversity in leadership and its effect on corporate image.
Understanding the benefits and challenges of age diversity in leadership roles.
Unraveling the opportunities and difficulties faced by LGBT+ individuals in leadership positions.
Leadership strategies to effectively manage and promote diversity in the workplace.
Leadership diversity’s impact on corporate social responsibility initiatives.

5. Leadership in Different Industries:

The pivotal role of leadership in tech startups’ growth trajectory.
Leadership in the healthcare industry: navigating through challenges and seizing opportunities.
An exploration of military leadership principles and their potential application in a corporate setting.
Characteristics of effective leadership in the hospitality industry: a detailed study.
The significance of impactful leadership in the functioning of non-profit organizations.
Leadership strategies that drive success in the retail industry.
The role of leadership in driving innovation in the automotive industry.
The best practices of effective leadership in the education sector.
The influence of leadership on team performance in professional sports.
Defining the traits of successful leadership in the fast-paced entertainment industry.

6. Leadership and Change Management:

Exploring the impact of transformational leadership on change management processes.
The role of leadership in shaping and implementing successful change initiatives.
Understanding the leadership styles most effective for managing organizational change.
A detailed study on leadership’s role in overcoming resistance to change.
Leadership in driving and managing technological change in digital companies.
An examination of adaptive leadership during organizational restructuring.
The correlation between strategic leadership and successful change management.
Influence of leadership on change acceptance and adaptation among employees.
The role of leadership communication in managing change effectively.
Examining the impact of leadership in change management across different industries.

7. Leadership and Employee Motivation:

Impact of transformational leadership on employee motivation and job satisfaction.
How leadership can influence employee motivation through effective communication.
An exploration of the relationship between leadership styles and employee motivation levels.
How servant leadership enhances employee motivation and engagement.
Evaluating the role of leadership in developing effective reward systems for employee motivation.
Examining the effects of charismatic leadership on employee motivation.
The influence of leadership behavior on intrinsic and extrinsic motivation.
Leadership strategies for fostering a motivating work environment.
How leadership can use job design to enhance employee motivation.
The impact of leadership recognition on employee motivation and performance.

8. Leadership Development:

Understanding the role of mentoring in leadership development.
Examining the importance of continuous learning in leadership development.
The impact of coaching on leadership skill development.
Analyzing the effectiveness of various leadership development programs.
The role of experiential learning in the development of leadership skills.
Influence of leadership development on succession planning in organizations.
Investigating the role of self-awareness in leadership development.
Evaluating the role of feedback in the leadership development process.
The impact of leadership development initiatives on organizational performance.
Understanding the importance of emotional intelligence in leadership development.

9. Leadership and Organizational Culture:

The role of leadership in shaping and sustaining organizational culture.
Analyzing the influence of leadership style on organizational culture.
A study on how effective leadership can instill a culture of innovation.
Investigating the relationship between leadership and organizational culture in multinational corporations.
Exploring the effects of leadership communication on organizational culture.
How transformational leadership influences a culture of teamwork.
The role of leadership in promoting an ethical organizational culture.
The influence of servant leadership on organizational culture.
Leadership’s role in the creation and management of a customer-oriented culture.
The impact of leadership transition on organizational culture.

10. Leadership and Decision Making:

The role of leadership in strategic decision making.
The influence of different leadership styles on decision-making processes.
Evaluating the impact of leadership on ethical decision making in organizations.
An exploration of how leadership affects group decision-making processes.
The role of leadership intuition in decision making.
Leadership strategies for effective crisis decision making.
The influence of leadership in data-driven decision making.
The impact of transformational leadership on innovative decision making.
Leadership and decision-making under uncertainty: a comprehensive study.
How leadership influences employee involvement in decision making.

These varied topics allow students to explore different aspects of leadership, spanning theory, styles, ethics, diversity, industry specifics, change management, employee motivation, development, organizational culture, and decision making. The broad range enables students to select a topic that aligns with their personal interests and professional aspirations. This extensive list also gives students the freedom to narrow their focus and delve deep into a specialized area of leadership. Thus, creating a foundation for an insightful and meaningful research paper.

The Range of Leadership Research Paper Topics

Leadership is an inherently complex and multifaceted concept, embodying various dimensions of organizational functioning. It is a dynamic process involving influence, direction, and facilitation towards achieving a common objective. Therefore, leadership has a profound influence on the behaviors, attitudes, and overall performance of an organization, making it a fertile ground for extensive and diverse research.

The range of leadership research paper topics is vast, reflecting the wide-ranging implications of leadership in different contexts. This breadth allows students to delve into various aspects of leadership, from exploring various leadership styles such as transformational, transactional, autocratic, democratic, and servant leadership, to understanding their effects on team dynamics, employee performance, motivation, and job satisfaction.

For instance, research into the various leadership styles provides critical insights into how different approaches to leadership can influence an organization’s effectiveness. Transformational leadership, for example, emphasizes the leader’s role in inspiring and motivating followers, fostering innovation, and driving change. In contrast, transactional leadership focuses on clear role and task definitions, rewards, and punishments as motivational tools.

Moreover, the intersection of leadership and ethics is another prolific area of research. Ethical leadership explores how leaders can integrate ethical principles into their decision-making processes, cultivate ethical behaviors within their teams, and ultimately foster an ethical organizational culture. Research in this field can range from examining the influence of ethical leadership on employee behavior to investigating the strategies leaders can employ to navigate ethical dilemmas.

Diversity in leadership, a critical aspect in the current globalized business environment, offers another area of intriguing research potential. Diverse leadership promotes a plethora of viewpoints, encourages creativity and innovation, and enhances organizational adaptability. Research topics in this category can involve investigating the effect of diverse leadership on team performance, the challenges and strategies in managing a diverse leadership team, or understanding how leadership can promote diversity and inclusion within an organization.

Research on leadership in different industrial and organizational contexts also offers a wealth of research paper topics. This can include leadership in healthcare, exploring how leaders can effectively manage healthcare professionals, improve patient outcomes, and drive change in the healthcare system. Leadership in educational settings, examining how school leaders can impact educational outcomes, foster a conducive learning environment, and navigate the unique challenges in the education sector.

Leadership’s role in change management is another critical area of research. Change is a constant factor in any organization, and effective leadership is critical in navigating this change successfully. Research topics here can focus on the various leadership strategies in implementing change, the challenges leaders face in this process, and the critical role leadership plays in overcoming resistance to change.

The impact of leadership on employee motivation also provides a rich area for investigation. The influence a leader has on an employee’s motivation levels can significantly affect job satisfaction, productivity, and retention. Topics here can explore the different leadership strategies that can enhance employee motivation, the role of leadership in developing effective reward systems, or how leadership behavior affects intrinsic and extrinsic motivation.

Leadership development is another theme rich in research opportunities. The creation of effective leaders is crucial to an organization’s success. Therefore, investigating leadership development programs, the role of coaching and mentoring in leadership development, or the impact of leadership development initiatives on organizational performance are all meaningful research directions.

In conclusion, the diversity in leadership research paper topics allows students to explore and investigate various areas of leadership theory and practice. From understanding different leadership styles and their effects, to delving into leadership ethics, diversity, industry-specific leadership, change management, motivation, and leadership development, the possibilities are extensive. This breadth and depth enable students to gain a comprehensive understanding of leadership and its vital role in shaping organizational success. The explorative journey into these leadership research paper topics lays a robust foundation for future leaders, providing them with essential insights into effective leadership practices.

How to Choose Leadership Research Paper Topics

Choosing the right topic for a leadership research paper is a critical first step in the process of writing a top-notch research paper. The right topic is not just a subject you find interesting, but one that is unique, manageable, and relevant to your course of study. In this section, we provide ten comprehensive tips to guide you in choosing the best leadership research paper topic.

Identify Your Interest : Start by identifying what aspects of leadership interest you the most. Are you more drawn to the psychological aspects of leadership, such as how leaders motivate their teams, or are you more interested in the organizational aspects, such as how leadership styles impact company culture? Personal interest in a topic can make the research process more engaging and the writing process more enjoyable.
Brainstorm : Spend time brainstorming potential topics. Write down everything that comes to mind, no matter how broad or specific. This process can help you to identify potential areas of interest and narrow down your options.
Research Existing Literature : Before settling on a topic, take some time to read up on existing literature in the field of leadership. This can help you to identify gaps in knowledge that your research could fill, or controversial issues that could be the focus of your paper.
Consider the Scope : Consider the scope of your research paper. If it’s a shorter paper, you’ll need a narrower topic. Conversely, for a longer paper, you can choose a broader topic that you can explore in detail.
Consult Your Supervisor or Peers : Discuss potential topics with your supervisor or classmates. They may offer a fresh perspective or suggest areas of interest that you hadn’t considered.
Check for Resources : Ensure that there are enough resources available for your chosen topic. This can include books, peer-reviewed articles, and credible online sources. Having enough sources will make your research process smoother and more productive.
Relevance to Your Course : The topic you choose should be relevant to your course and future career. For example, if you plan to work in the non-profit sector, you might choose a topic related to leadership in non-profit organizations.
Flexibility : Be flexible with your topic. As you start your research, you may find that your initial topic is too broad, too narrow, or not as interesting as you thought. Don’t be afraid to refine and modify your topic as needed.
Uniqueness : While it’s good to align with current research trends, strive for uniqueness in your topic. Don’t just rehash old studies; instead, seek to contribute something new and meaningful to the field of leadership research.
Practical Implications : Lastly, consider the practical implications of your research. Good research not only contributes to academic knowledge but also has practical applications. Choose a topic that could potentially inform leadership practices in real-world settings.

In conclusion, choosing a topic for a leadership research paper involves careful consideration of your interests, the scope of the paper, available resources, and the potential impact of your research. While the process can be challenging, the result is a topic that you’re passionate about and invested in, which ultimately makes for a higher quality research paper. Remember, the topic you choose sets the foundation for your entire paper, so take the time to choose wisely!

How to Write a Leadership Research Paper

Writing a leadership research paper is an intricate process that requires careful planning, thorough research, and detailed writing. A well-written research paper not only demonstrates your understanding of leadership principles but also your ability to critically analyze information, formulate arguments, and present your ideas in a clear and coherent manner. Below are ten comprehensive steps to guide you in writing an outstanding leadership research paper.

Understanding the Assignment : Before you begin the actual writing process, make sure you understand the assignment requirements. What is the length of the paper? What is the deadline? Are there specific sources or citation styles you need to use? Understanding these requirements will help guide your research and writing process.
Choose a Topic : If you haven’t been assigned a specific topic, use the tips provided in the previous section to choose a suitable topic for your leadership research paper. Make sure it’s a topic you’re interested in and one that is relevant to the course.
Conduct Preliminary Research : Conduct initial research to get an overview of your chosen topic. Use this research to refine your topic and formulate a preliminary thesis statement. This statement will guide your further research and help focus your paper.
Develop a Thesis Statement : Your thesis statement should clearly express the main point or argument of your research paper. It should be concise, specific, and arguable. A good thesis statement will guide your research and provide a roadmap for your paper.
Create an Outline : An outline helps to organize your thoughts and ensure that you cover all the necessary points. It should include an introduction, body paragraphs (each with a sub-point supporting your thesis), and a conclusion. Outlining can also help you identify gaps in your research or arguments.
Conduct In-Depth Research : At this point, dive deeper into your research. Utilize various sources, including books, academic journals, reputable websites, and interviews. Remember to evaluate the credibility of your sources and to take detailed notes, including the source information for citation purposes.
Write the First Draft : Using your outline as a guide, start writing the first draft of your paper. Don’t worry about making it perfect; focus on getting your ideas down first. Start with the body paragraphs, then write the introduction and conclusion.
Revise and Edit : Review your first draft, looking for any inconsistencies, redundancies, or areas that lack clarity. Check the flow of your arguments, the strength of your thesis statement, and the organization of your paper. Also, ensure that each paragraph has a clear topic sentence and that it supports the thesis statement.
Proofread : After revising your content, proofread for grammar, spelling, and punctuation errors. You can use proofreading software, but also consider reading your paper aloud or having someone else proofread it.
Cite Your Sources : Lastly, properly cite all the sources you used in your paper. Ensure that your in-text citations and reference list comply with the citation style required for your assignment (e.g., APA, MLA, Chicago/Turabian, Harvard).

In conclusion, writing a leadership research paper is a step-by-step process that requires thorough research, careful planning, and detailed writing. It may be a challenging task, but it’s also an opportunity to deepen your understanding of leadership and hone your academic writing skills. With commitment, patience, and the right strategies, you can successfully write a high-quality leadership research paper.

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Are Leadership and Management Essential for Good Research? An Interview Study of Genetic Researchers

Alison l. antes.

1 Washington University School of Medicine

Adelina Mart

James m. dubois.

Principal investigators are responsible for a myriad of leadership and management activities in their work. The practices they employ to navigate these responsibilities ultimately influence the quality and integrity of research. However, leadership and management roles in research have received scant empirical examination. Semi-structured interviews with 32 National Institutes of Health (NIH)-funded genetic researchers revealed that they considered leadership and management essential for effective research, but their scientific training inadequately prepared them. We also report management practices that the researchers described employing in their labs, as well as their perceptions of a proposed intervention to enhance laboratory leadership. These findings suggest best practices for the research community, future directions for scientific training, and implications for research on leadership and management in science.

Introduction

A recent article describes why researchers were referred by their institutions for research compliance or integrity remediation training ( DuBois, Chibnall, Tait, & Vander Wal, 2016 ). The authors, who run the training program, found that most researchers who were referred are successful and never intended to break research rules. The most common reason for referral (49%) was failure to provide adequate oversight of their labs or studies, which in turn led to more serious lapses in compliance or research integrity. These oversight failures were frequently related to deficiencies in managing workloads and setting priorities.

The quality and integrity of scientific work depends largely on the leadership and management practices of investigators. Activities such as cultivating a lab culture, mentoring trainees, assembling teams, training and supervising staff, solving technical problems, and improving work processes are integral to good research ( Adamo, Bauer, Berro, Burnette, & Hartman, 2012 ; Arnon, 1989b ; Bennett, Gadlin, & Levine-Finley, 2010 ; Cohen, 2012 ; Gray, 2008 ; Nosek et al., 2015 ; Roberts, Kavussanu, & Sprague, 2001 ; Sapienza, 2004 ). Yet, how scientists navigate the numerous social and organizational dimensions of scientific research has received virtually no attention ( Hurley, 2003 ; Robledo, Peterson, & Mumford, 2012 ). This is notable given the sizeable scientific workforce, the immense investments made in research, and the social consequences of the work ( Freedman, Cockburn, & Simcoe, 2015 ; Hurley, 2003 ; Ladd, Lappé, McCormick, Boyce, & Cho, 2009 ; McCormick, Boyce, Ladd, & Cho, 2012 ). Thus, there is a pressing need to examine the role of leadership in science.

Leadership in science exists at multiple levels ( Robledo et al., 2012 ). Leadership and management activities essential to the scientific enterprise are performed by institutional administrators ( Ball, 2007 ; Billot, 2010 ; Hansson & Monsted, 2008 ), project coordinators and lab managers ( Pryor, Habermann, & Broome, 2007 ; Rico-Villademoros et al., 2004 ), and principal investigators ( K. Barker, 2010 ; Kvaskoff & McKay, 2014 ). Our focus in the present effort is principal investigators (PIs) and the leadership and management responsibilities they encounter as they lead their research labs.

We explored the perspectives of National Institutes of Health (NIH)-funded genetic researchers regarding leadership and management in their research. Specifically, our intention was to gather evidence to understand whether investigators attribute significance to leadership and management in their performing research. We also sought to understand how prepared investigators felt to perform leadership and management responsibilities after completing their scientific training and to identify practices that they employ.

What Are Leadership and Management?

Leadership may be the most written about phenomenon in human life ( Hogan & Kaiser, 2005 ; Zaccaro, 2014 ). Indeed, an extensive literature examining leadership and management in organizations exists in the psychology and management disciplines ( Bass & Bass, 2008 ; Day, 2014 ; DeRue, Nahrgang, Wellman, & Humphrey, 2011 ; Schein, 2010 ; Yukl, 1989 ). In this literature, scholars debate the importance of distinguishing between leadership and management; indeed they are both essential and often overlap ( National Research Council, 2015b ; Northouse, 2013 ).

The many models and theories of leadership and management reflect in part their complexity and context-dependent nature ( Marion & Uhl-Bien, 2001 ; National Research Council, 2015b ). Some scholars describe leadership as having a longer-term orientation and management a shorter-term focus. Leaders are forward-thinking and change-oriented while managers focus on consistency and efficiency in accomplishing tasks ( Kotter, 2008 ; Maccoby, 2000 ). Thus, theories of leadership often emphasize mechanisms such as vision, inspiration, and relationships aimed at influencing people , and models of management emphasize mechanisms such as planning, directing, and organizing aimed at overseeing work ( Bass, 1990 ; Conger, 1999 ; Maccoby, 2000 ; Zaleznik, 1977 ).

Overall, leadership and management may be defined as the social mechanisms and organizational processes by which people achieve success through collective effort ( Kaiser, Hogan, & Craig, 2008 ). Notably, effective leadership may require hierarchical and distributed forms of influence ( Pearce, 2004 ); however, contemporary leadership theories increasingly define leadership as a dynamic, shared social process, rather than a quality of specific individuals per se ( Avolio, Walumbwa, & Weber, 2009 ).

How Are Leadership and Management Germane to Scientific Research?

In the existing small body of empirical evidence, leadership in scientific groups and organizations is associated with research team attitudes and scientific performance outcomes ( Andrews & Farris, 1967 ; Barnowe, 1975 ; Baumgartel, 1957 ; Knorr, Mittermeir, Aichholzer, & Waller, 2009 ). While we know very little about leadership and management in scientific research, it is clear that leadership is particularly critical when the nature of work is complex and creative ( Frankel, Leonard, & Denham, 2006 ; M. Mumford, Gibson, Giorgini, & Mecca, 2014 ; M. Mumford, Scott, Gaddis, & Strange, 2002 ). Leaders of creative work identify and coordinate requisite expertise for projects, create shared mindsets about mission direction, define strategies for carrying out the work, and orchestrate an environment characterized by intellectual stimulation, communication, and productive conflict ( Gemmill & Wilemon, 1994 ; M. Mumford & Licuanan, 2004 ; Robledo et al., 2012 ).

In performing these key activities, leaders engage in a complex array of behaviors—some more traditionally associated with “management” (e.g., planning, obtaining resources, providing feedback) and others more traditionally associated with “leadership” (e.g., coaching, modeling, building relationships, and providing socio-emotional support, particularly in the face of obstacles and setbacks) ( M. Mumford, Scott, & Gaddis, 2003 ; National Research Council, 2015b ). The scientific community describes some interpersonal elements of scientific work (e.g., communication, shared values, and trust) in the mentoring and team science literatures ( Adams, 2014 ; Bird, 2001 ; Gewin, 2015 ; Straus, Johnson, Marquez, & Feldman, 2013 ), but generally the social dynamics of the research context are overlooked. The collective nature of scientific research ( Adams, 2014 ; Binz-Scharf, Kalish, & Paik, 2015 ; Ledford, 2015 ) suggests models of shared and distributed leadership may be appropriate in scientific work ( Bolden, 2011 ; Drath et al., 2008 ; Friedrich, Vessey, Schuelke, Ruark, & Mumford, 2009 ). These models emphasize the need to draw on requisite expertise at necessary points during projects, and they construe leadership as the collective mindsets and practices that facilitate direction, alignment, and commitment.

Additionally, scientific research is highly project-based. This implies that what constitutes effective leadership may vary at different stages ( Buijs, 2007 ; Robledo et al., 2012 ). Thus, PIs likely need to be highly adaptive as they manage different projects and teams, particularly as they engage different individuals, from staff to students, post-docs, peers, and superiors ( Chi, 2010 ; Cohen, 2012 ; Bonetta, 2006 ). Models of leadership emphasizing pragmatic forms of leadership—employing technical expertise and problem-solving strategies as means to enhance individual and group capacity to perform work effectively—may also be particularly appropriate in the scientific context ( M. Mumford et al., 2003 ; M. Mumford & Van Doorn, 2001 ).

Finally, considerations about integrity, transparency, and ethics are integral to performing scientific work ( Bird, 2014 ; Buck, 2015 ; Devereaux, 2014 ; Macrina, 2014 ). In orchestrating research, some of the considerations researchers encounter include employing best practices to ensure data integrity, avoiding biases that undermine objective methods and interpretations, executing peer review fairly, complying with research regulations, and managing competition and pressure ( De Vries, Anderson, & Martinson, 2006 ; DuBois, 2004 ; DuBois et al., 2016 ; Nuzzo, 2015 ; Parker, Vermeulen, & Penders, 2011 ). Furthermore, scientists must model responsible behaviors to those whom they train, mentor, and manage ( Bird & Sprague, 2001 ; Ripley, Markowitz, Nichols-Casebolt, Williams, & Macrina, 2012 ). Navigating this environment requires leadership and management skills in their highest form. Individuals must engage in self-evaluation and continually scrutinize and improve work processes and practices ( Ashford & DeRue, 2012 ; Unsworth & Mason, 2012 ). Although moral and positive forms of leadership are not the only viable models of leadership ( M. Mumford & Fried, 2014 ), matters of integrity and ethics are elemental to notions of scientific work ( Kalichman, 2014b ). Thus, models of leadership in scientific research should consider practices, such as modeling ethical behavior and creating ethical work climates ( Barnett & Vaicys, 2000 ; Brown & Trevino, 2006 ), associated with rigorous, transparent and ethical research.

Overall, models of leadership in science are in their infancy. Future work must examine leadership in science as its own phenomenon as existing models (which typically focus on corporate and political settings) may be inadequate for explaining leadership in this unique context ( Arnon, 1989a ; National Research Council, 2015b ; Robledo et al., 2012 ). In the healthcare setting, for example, attempts to adopt Six Sigma management strategies—which have been successful in transforming manufacturing industries—have yielded limited evidence of their effectiveness ( DelliFraine, Wang, McCaughey, Langabeer, & Erwin, 2013 ).

Why Have Leadership and Management in Scientific Research Been Overlooked?

There are several potential reasons that the scientific community has overlooked leadership and management in performing scientific work. These reasons relate primarily to assumptions about the nature of researchers and the nature of scientific work.

Researchers tend to be autonomous, self-driven individuals who are intrinsically motivated by their work ( M. Mumford et al., 2003 ). Thus, the notion that researchers require external motivation, such as motivation provided through the influence of a leader, seems dubious ( M. Mumford et al., 2014 ; Robledo et al., 2012 ). Indeed, given the self-confident, conscientious, and achievement-oriented nature of scientists, it may be difficult for leaders to engage in influence attempts ( M. Mumford et al., 2003 ; Robledo et al., 2012 ). But, as outlined above, models of distributed and pragmatic leadership may be appropriate. Furthermore, although tenuous, there may be an assumption that scientific work can advance even in spite of poor leadership ( Hogan & Kaiser, 2005 ; Sapienza, 2004 ).

The contemporary scientific community recognizes that scientific work is not a sole endeavor ( Bennett et al., 2010 ; Hemlin, Allwood, Martin, & Mumford, 2013 ). However, the romantic notion of an individual scientist working alone to achieve breakthroughs lingers in thinking about scientific work ( M. Mumford et al., 2003 ). This notion may account at least in part for the neglect of the social nature of the modern scientific enterprise. Additionally, researchers view the scientific process as an objective, dispassionate endeavor—one potentially devoid of significant human and social elements ( Markowetz, 2105 ; McCormick et al., 2012 ). But, the recent recognition of the fallibilities of the scientific process ( Collins & Tabak, 2014 ; Nuzzo, 2015 ) have highlighted that science is, in fact, a deeply human endeavor. Nonetheless, these notions may have fostered the sidelining of the social dimensions of science.

Research Questions

In sum, researchers work in a complex professional environment on multi-faceted, high-demand work. This work requires leadership and management. The objective of the present study was to provide initial empirical evidence regarding the importance that genetic researchers attach to leadership and management in their scientific work. Overall, we addressed the questions: Do PIs perceive leadership and management activities as essential to conducting effective research and how prepared did they feel for these activities after completing their scientific training? Additionally, we identified management practices that successful, funded investigators employ in their work, and inquired about their openness to an intervention aimed at fostering effective lab practices.

Study Design and Sample

We conducted semi-structured interviews with NIH-funded genetic researchers at Washington University School of Medicine in St. Louis, a research-intensive medical center which has one of the four human genome sequencing centers funded by the National Human Genome Research Institute. Our target sample was biomedical researchers conducting diverse types of research (e.g., lab, human, and animal) funded across NIH institutes but sharing a common focus on genetic or genomic science. At this stage, to foster interpretation of our findings we focused within one academic medical center to minimize the potential for differences attributable to varied institutional cultures.

We identified PIs funded through R (research), P (center), U (collaborative), or K (career development) grants using the NIH RePORTER database. We sought investigators diverse in career stage, hence our inclusion of PIs funded on K grants. A keyword search (e.g., gene, genetic, genomic, exome) of project abstracts active as of September 2014 yielded 407 unique project PIs at Washington University. We utilized institutional or lab websites to identify the gender of the investigators so that we could stratify our sample proportionally for gender representation among the funded investigators (70% male, 30% female). We also stratified our sample across the NIH institutes that had funded the research.

We randomly sampled 30–35 investigators at a time across the two strata in each of four rounds of recruitment. To refine the initial RePORTER query, we reviewed the project descriptions to ensure that the projects did involve a primary or secondary aim in genetics or genomics and replaced (at random) those that did not. In total, we emailed 135 investigators inviting them to participate in a 30–45 minute telephone or in-person interview focused on “understanding the challenges and practices of researchers in genetic and genomics.” We followed up after one week with a second email and a phone call. We received responses from 7 (5%) declining to participate, 11 (8%) indicating they did not consider themselves genetic researchers, and 32 (24%) agreeing to participate. The Washington University in St. Louis institutional review board approved this study (ID# 201409169). PIs received a consent information sheet via email before participating in the study and had the opportunity to ask questions before the interviews began.

Data Collection

The interview script consisted of open-ended questions with follow-up questions used as needed and as time permitted. The experience of the senior investigator (J.M.D.), and his research on professionalism and responsible conduct in research ( DuBois, 2004 ; DuBois et al., 2016 ), as well as the first author’s familiarity with the leadership literature ( Antes & Mumford, 2012 ; Antes & Schuelke, 2011 ; M. Mumford, Antes, Caughron, & Friedrich, 2008 ) guided generation of interview questions. However, questions were intentionally broad in focus to avoid priming participants to discuss leadership and management. Our opening question was simply, “Thinking about what it takes to do your research effectively, in addition to scientific knowledge and technical expertise, what skills have you found that you need?” The overall focus of our interview was to understand whether PIs viewed leadership and management as important to their research and to discover practices they utilize. Additionally, we asked the participants for their reactions to a potential program aimed at providing PIs with guidance in lab leadership and management. A secondary area of focus was PIs’ perspectives on ethical and social issues in research. In this manuscript, we report on the primary focus—leadership and management.

A member of our study team (A.M.) conducted the interviews, after training provided by the first author. For the convenience of the PIs, we allowed them to choose whether to participate via telephone (n = 20) or in-person (n = 12). The average length of the interviews was 34 minutes ( SD = 16). All of the participants gave consent for us to audio-record the interview. To obtain demographics, we asked participants to describe their career stage and type of research. We collected data on their degrees and whether they were originally from the U.S. or an international background via biographical information posted online on institutional or lab websites. We began to achieve saturation of themes at about 20 interviews, but completed 32 to interviews to ensure that the themes remained consistent upon achieving a fuller, more representative sample in terms of gender and career stage. A professional transcriptionist transcribed the interviews verbatim.

Data Analysis

We performed a content analysis of the interview transcripts ( Roller & Lavrakas, 2015 ; Vogt, Vogt, Gardner, & Haeffele, 2014 ) using an inductive coding scheme developed from the participants’ responses. First, one member of the study team (A.L.A.), an organizational psychologist, read the transcripts to identify themes and subthemes present in the responses and to develop a coding guide consisting of the themes and their descriptions. The senior author (J.M.D.) reviewed the coding guide. Next, A.L.A. and A.M. met to discuss the coding scheme before applying it to 10% of the interviews. Both coders read the transcripts and indicated whether each theme was present or not present by entering 1 ( present ) or 0 ( not present ) in a Microsoft Excel spreadsheet used to manage the data. After independent coding, the coders met to discuss issues that had arisen in applying the coding scheme and reached consensus about any differences in interpretation. Before A.M. proceeded to code the remaining transcripts, we established that the guide could be applied with satisfactory inter-rater agreement (Kappa = 0.74). We report frequencies and percentages for the themes that emerged in the interviews and provide quotes to illustrate the PIs’ responses.

As shown in Table 1 , the participants consisted of 32 NIH-funded investigators who described their career stage as very junior (16%), somewhat junior (25%), mid-career (41%), or senior (19%); 69% where male and 31% female. Their research included human (41%), animal (63%), bench (59%), and computational/statistical (28%) research; many investigators (66%) indicated that their research involved multiple types. The majority of participants (69%) had a PhD degree and 31% had a MD and PhD degree. Approximately 41% were originally from an international location. Nearly all of the investigators reported having multiple ongoing collaborations at the institution and external to the institution. All but a small subgroup of the “very junior” investigators reported having post-docs, graduate students, and/or undergraduates working in their labs.

Sample Demographics

PIs Spontaneously Reported That Leadership and Management Skills Are Essential

Our first question was general before we probed more specifically about issues related to leadership and management. We began by asking investigators to describe what skills, in addition to scientific knowledge and technical expertise, they have found that they need to do research effectively. As shown in Table 2 , leadership and management skills emerged as the dominant theme. Nearly all investigators (97%) indicated one or more leadership or management skill. (The one investigator who did not mention a leadership or management skill was a member of the “very junior” group.)

Leadership and Management Skills Needed for Effective Research

Note. N = 32. The only additional response provided was writing skills, which 12 (38%) PIs mentioned.

The most common responses included management skills (56%). Investigators described needing to manage people in particular, but also projects. Next, investigators highlighted the importance of collaboration skills (44%), including being able to bring together multiple people and work well with diverse individuals. Relatedly, investigators reported needing interpersonal skills (41%)—skills that foster their ability to interact well with people and communicate with them.

A small sub-group of investigators (16%) specifically mentioned leadership skills, or activities related to leadership, such as motivating or inspiring people and creating a caring environment. Overall, investigators utilized “management” more commonly in their terminology to describe their work-related tasks. Notably, just 9% of investigators mentioned “mentoring,” or mentoring activities, such as developing the skills of others, teaching, supporting, or guiding. This is interesting considering that, of the terms used in scientific research, mentoring is more common than management or leadership.

PIs Described Learning Necessary Skills through Trial-and-Error

We asked researchers how they learned the skills that they need that are not scientific in nature. As shown in Table 3 , the most common response, provided by 73% of the investigators, was that they learned to navigate management and leadership responsibilities “on-the-job” through “trial-and-error.” Investigators described a process of making mistakes and then trying something new, and they portrayed the learning process as occurring “on the fly,” through “osmosis,” through “trial by fire,” or by “playing it totally by ear.”

Methods for Learning Necessary Skills

Note. N = 30 (2 un-codeable responses).

Several PIs specifically noted the lack of formal training on these issues, and many emphasized the need to learn these skills earlier. Additionally, several described their lack of skills and the slow learning process as “haphazard and hazardous” and “high-stakes.” One described worrying about having detrimental effects on the careers of individuals in the lab stating, “You hope that you don’t ruin someone’s life in the process. It’s pretty high stakes to be learning on-the-job.”

Many of the investigators specifically noted that their graduate or post-doctoral experience did not adequately prepare them; however, 33% reported that their graduate training or post-doctoral experience provided some development in this regard. Another 40% mentioned learning some of these skills from mentors or other models. However, a sub-set of these individuals reported learning practices to avoid by working with poor models. Finally, 30% of the researchers who were also physicians (those with MD/PhD degrees) mentioned that their medical residency assisted in learning skills necessary for interacting well with others.

PIs Reported Being Unprepared for Lab Management Responsibilities

We asked PIs how well prepared they felt when they started their careers to navigate issues in research that are not scientific in nature or to mentor trainees and manage staff. Most were forthcoming about lacking preparation. Overall, 50% felt that they were inadequately prepared, and 40% described being modestly prepared. Notably, just 10% stated that they were prepared (N = 30, two responses were un-codeable due to unclear answers). Several mentioned that they had been overly confident, and others noted that training for science is different than the skills needed for running a lab. A couple speculated that they might be further ahead in their careers if they had been better prepared. As illustrated in the following quotes, the PIs described the early stages of their careers, in particular, as challenging. One researcher noted, “I would say that’s [management] something that I wasn’t prepared for, it was sort of like jumping into the deep end as far as that goes.” Another described the transition to running a lab as follows, “[It’s] shocking the dramatic transition that occurs, the type of responsibilities and time management from going from post-doc to running a lab ... you go from doing the work to managing the work and redefine what works means.”

PIs Described Key Leadership and Management Practices

We asked the PIs to describe their mentoring practices or management style at this point in their careers. With the exception of a couple “very junior” investigators, most PIs were able to articulate their approach to managing their labs. Overall, the themes included a constructive set of practices (shown in Table 4 ). Although most of the mid-career and senior PIs reported feeling fairly confident in their approach at this stage, some noted the need for continual refinement, feedback, and adjustment. Additionally, a couple noted that they recognized that they may need to change practices such as being rigid about deadlines, too “hands off,” or “micro-managing.”

Mentoring and Management Practices

Note. N = 32.

Of the themes reported, the top responses included fostering open communication (41%) and meeting regularly (38%). The underlying theme of these responses was problem-solving. Open communication and regular meetings allowed the lab to address problems immediately and move projects forward. Several PIs also noted being available daily for ad-hoc meetings. Some (28%) emphasized the critical importance of finding a balance between guiding people while also encouraging them to be independent. Additionally, one-third (31%) noted the importance of personalizing one’s management or mentoring style to individual needs. Other themes included creating a positive environment (28%) and setting clear deadlines (25%).

PIs Welcomed a Proposed Management Intervention

We wanted to ascertain whether investigators would welcome programs intended to assist them with lab leadership and management. Rather than asking them about their general interest, we contextualized this question by asking the PIs about their reactions to a specific hypothetical intervention—one that would be intensive in terms of the commitment required of a PI. We described a feedback and coaching intervention that would utilize a lab climate survey to obtain feedback about lab practices and culture from members of the lab and the PIs own self-assessment. Subsequently, PIs would receive aggregated results and coaching in areas of desired change in lab practices. After developing an initial plan for change, coaching would take place quarterly via telephone to assist PIs with following through on their plans.

A majority of PIs (74%) strongly supported the program and described it as valuable (N = 31, one response was missing due to running out of time). A small group (19%) was unsure about the proposed intervention or thought it could be potentially useful. Only 2 individuals (6%) stated that it was not a good idea, citing that it may be time-consuming or difficult to get anonymous feedback from members of the lab. Several of the PIs’ statements illustrated their openness to improving their management practices and reiterated their recognition of the importance of lab management. One researcher indicated, “I would welcome it. I would always like to improve my lab, improve the culture in the lab, and any advice or help that I can get from the outside I would welcome.” Our question prompted another researcher to note, “As I said, you’re not taught management.... Am I managing most efficiently? I don’t know.... I would be open to hearing about ideas ... I’d be flexible to change; it would be good to have feedback.” Finally, another investigator stated:

If I look back ... and I look at the single thing that I’ve screwed up the most it would be management ... management and management practices, and execution. Anything that helps that game would be better, and especially if people are like, you know, particularly focused on science.

Although what we proposed was intensive, several of the PIs stressed that they liked the tailored nature of the program, and that there is a need generally for leadership and management resources tailored to scientists. About half of those who supported the proposed program emphasized that PIs at early career stages in particular might benefit. However, one PI’s comment highlighted the importance of the timing of interventions, noting that something like this might be most appropriate once one’s research team started to get particularly complicated.

I would say I wouldn’t have felt much value for it maybe five years ago. It’s kind of at a point where there’s enough going on in a lab where it starts to get complicated personnel wise; then that would start to be really useful. In a small lab with junior faculty, I wouldn’t necessarily find value in it, but at this point I would.... You don’t even know what your issues are going to be until you’re kind of in the middle of it.

Our interviews with NIH-funded genetic researchers revealed that researchers consider leadership and management essential for performing research effectively. However, PIs reported that they were inadequately prepared to navigate the social and organizational elements of their scientific careers based solely on their scientific training. They emphasized that they learned the necessary leadership and management skills on-the-job through trial-and-error. Notably, the traditional means employed to impart scientists with requisite knowledge and skills—namely mentoring and graduate training—did not appear to be significant sources for learning to perform leadership and management activities central to research. Certainly, scientific training affords trainees with problem-solving skills that may facilitate acquiring such expertise through experience ( K. Barker, 2010 ), but this study reinforces the proposal that the scientific community must better prepare scientists to navigate these aspects of their careers ( Evans, 2012 ; Hede, 2007 ; Kvaskoff & McKay, 2014 ; Laursen, 2014 ; Leiserson & McVinney, 2015 ; Seeliger, 2012 ). The present effort provides some recommendations for how to approach such an effort. However, we need additional research on approaches for developing scientists’ leadership and management skills and basic research on leadership and management in research.

Best Practices

Our findings suggest several best practices for researchers. Overall, it is important to be intentional about leadership and management practices that one employs and to refine these practices continually across one’s career. Elemental to this effort is openness to feedback from lab members and advice from peers and colleagues. Additionally, one must be mindful of the outcomes of different approaches to coordinating and monitoring the work of research team members. Important practices include fostering open communication and meeting regularly, particularly to serve the interest of troubleshooting problems. It is also important to be attentive to the individual needs of those whom one manages or mentors, and to balance providing appropriate guidance while also allowing independence. Finally, it is prudent to gauge and monitor the workgroup climate or culture within a lab, working towards fostering one conducive to creativity, integrity, and productivity. Our findings also suggest that scientists, particularly those early in their careers, should seek out available resources and training opportunities. Finally, it is important for researchers to be mindful that their behaviors and practices as lab directors and research mentors have a lasting impact on those within their labs.

These points imply broader practical recommendations for leaders of research institutions. In the academic setting studied in the present effort, investigators desired access to leadership and management resources and training opportunities tailored to scientists. Institutional leaders should assess whether such a need exists in their organizations. Additionally, if extant resources and programs are available, leaders should ensure that they are sufficiently advertised, particularly when onboarding new investigators. Not only could such efforts improve practices in performing scientific work and enhance the quality of training and mentoring of junior scientists, but support from administrative officials may also influence the broader institutional culture. Finally, institutions should assess the outcomes of such programs and share their findings with others in the scientific community.

Educational Implications

Of course, a major issue moving forward is what should be the nature of training and development efforts for scientists. A set of established approaches for leadership and management development and education exist in the organizational psychology and business disciplines ( Day, Fleenor, Atwater, Sturm, & McKee, 2014 ; DeRue & Myers, 2014 ; Doh, 2003 ; Snook, Nohria, & Khurana, 2011 ), which may provide best practices to guide future work. However, it is unclear which techniques and topics translate to the scientific context, reinforcing the importance of defining learning objectives and assessing the outcomes of training and developmental interventions ( Antes & Schuelke, 2011 ; Arthur, Bennett, Edens, & Bell, 2003 ; Riggio, 2008 ).

In addition to traditional training models, we should also explore other potentially viable developmental techniques, such as providing investigators feedback from lab climate surveys and coaching ( Ely et al., 2010 ; Feldman & Lankau, 2005 ; M. Mumford, Peterson, & Robledo, 2013 ). Notably, new measures of leader effectiveness tailored to the scientific enterprise may be necessary to assess training and developmental interventions (and such measures would facilitate research efforts as well). Furthermore, future discussion about leadership and management training and development for investigators should also consider educational practices in undergraduate and graduate education in the sciences ( National Research Council, 2015a ).

Although more basic research on scientific leadership and management must guide appropriate content, existing evidence suggests that social judgment and interpersonal skills, in addition to problem-solving skills and technical expertise, underlie leadership in professional settings. Such competencies include the ability to build and maintain relationships, present oneself well, communicate effectively, build teams, and support others ( R. A. Barker, 1997 ; Hogan & Kaiser, 2005 ; M. Mumford et al., 2003 ; M. Mumford, Zaccaro, Harding, & Jacobs, 2000 ). Indeed, the PIs in our interviews emphasized the importance of these skills, and they appear to be emphasized in existing, albeit limited, leadership training programs offered for scientists ( Laursen, 2014 ). Coupled with scientists’ existing problem-solving skills and technical expertise, enhanced social and interpersonal skills would likely better equip investigators for responsibilities such as fostering an open, innovative, high-integrity work environment, engaging others in participatory decision-making, and effectively distributing leadership among lab members or research team members ( Salazar, Lant, Fiore, & Salas, 2012 ). However, to be effective and credible, leadership development programs, particularly those focusing on emotional and interpersonal competencies, must be grounded in research ( Riggio & Lee, 2007 ).

Additionally, business skills, such as planning, budgeting, staffing, monitoring progress, and setting priorities, are imperative ( Hogan & Kaiser, 2005 ; T. Mumford, Campion, & Morgeson, 2007 ). Indeed, the investigators we interviewed raised this point. Such skills assist researchers with tasks such as hiring and training staff, planning project timelines and milestones, and overseeing work. In designing training and development interventions, it may also be necessary to consider the relative priority of different competencies at different stages in a scientist’s career ( M. Mumford, Marks, Connelly, Zaccaro, & Reiter-Palmon, 2000 ). Additionally, developmental efforts should consider the dynamic needs of investigators across the stages of scientific projects ( Antes & Schuelke, 2011 ; National Research Council, 2015b ), including how investigators simultaneously manage multiple projects in multiple stages. Moreover, the skills investigators need may also vary depending on the level of support provided by institutions such as support in budget development and management.

Another model for training and development efforts would prepare researchers to be reflective and adaptive in their approach to leading and managing in their labs and across their careers ( Ashford & DeRue, 2012 ; Nesbit, 2012 ). Such an approach would encourage investigators to recognize leadership and management responsibilities and roles in scientific work and foster a leader self-identity ( Day & Harrison, 2007 ; Pearce, 2007 ). A reflective, adaptive approach allows individuals to change and tailor their leadership style and practices appropriately for a given context, project, or career stage, and it facilitates self-directed learning and growth by encouraging individuals to extract lessons from their experience ( Ashford & DeRue, 2012 ; Cohen, 2012 ; Puccio, Mance, & Zacko-Smith, 2013 ). The comments of the participants in our study suggest that they engage in this reflective approach to some extent intuitively, and formal training could provide support and knowledge to accelerate this natural approach to developing leadership skills.

Several practical considerations emerge from these points. First, investigators already juggle many duties and responsibilities ( James, 2011 ; National Science Board, 2014 ). Thus, it may seem unreasonable to suggest that they participate in leadership training. Theoretically, well-executed training would save investigators time by helping them to address issues before they emerge and being more mindful about practices that foster successful research. Indeed, some of the PIs in this study reported learning things the “hard way” and speculated that this had slowed them down; others have reinforced the hazards of learning to lead “on-the-fly” ( Kreeger, 1997 ). Overall, this potential critique reinforces the need to utilize best practices and assess leadership development and training efforts to demonstrate their value. Additionally, offering support and services on-demand, for instance through consultation services or access to online resources, might allow investigators to obtain the right kind of information and assistance at the right times.

Second, engaging issues related to “soft skills” and asking for assistance to improve one’s practices may be unfamiliar to researchers who tend to be analytic, self-reliant, and self-confident ( Feist, 1998 ). Moreover, those trained in the life and physical sciences may be skeptical of the insights about leadership and management practices offered by the social sciences ( Sapienza, 2004 ). However, researchers are naturally open-minded, which many mitigate these concerns ( Robledo et al., 2012 ). It is important, however, to consider how to best frame such efforts. It is unclear to what extent investigators find different terminology appealing—for example, career development, professional development, leadership development, or management training.

Finally, although leadership training and development are certainly not a panacea, future work might consider whether a leadership and management framework provides an umbrella for integrating the currently disparate conversations about topics such as mentoring, responsible conduct in research, professionalism, mentoring, research rigor and transparency, and team science. These topics all highlight social and organizational dimensions in designing, performing, and communicating scientific work. Such an approach might answer calls to make responsible conduct of research training more relevant to the daily work of scientists and to explore ways to foster engagement of ethical issues in research through connecting them directly to the practice of science ( Devereaux, 2014 ; Kalichman, 2014a ; Smith, 2001 ).

Research Agenda

Notably, the basis for effective leadership development interventions is an understanding of the practice of leadership and management in science. Thus, there is an urgent need for empirical research examining the social and organizational elements of scientific research. This research should examine the mechanisms and processes proposed in the existing, although scarce, literature on scientific leadership ( Hemlin et al., 2013 ; M. Mumford et al., 2003 ; National Research Council, 2015b ; Robledo et al., 2012 ). For instance, this work might examine processes in team alignment and knowledge integration ( Drath et al., 2008 ; Salazar et al., 2012 ). Other issues such as conflict resolution, project management, building a lab culture, cross-cultural communication, and interacting with difficult colleagues may also be fruitful directions ( K. Barker, 2010 ; Cohen, 2012 ). There is an existing, expansive base of related research in the workplace psychology and organizational behavior disciplines, but future research must take into account the unique qualities of scientific work and the distinct qualities of staff and collaborators engaged in it.

Future work must also examine explicit connections between leadership and management practices and the ethics, integrity, and transparency of research. With a few notable exceptions—for instance, an investigator recounted realizing that inadequate oversight of a graduate student had comprised the integrity of data generated during the student’s tenure in the lab—investigators in our study generally did not raise such connections. Two opposing explanations may account for this. Investigators may implicitly acknowledge the connection between practices they employ to manage their research and the effectiveness and integrity of the research. Alternatively, PIs may lack awareness of the significance of ethical issues in their work ( McCormick et al., 2012 ). It is also important to understand connections between management practices and the productivity of scientific labs and teams—what practices yield scientific productivity while also supporting the quality and integrity of the work?

The present study focused primarily on management issues in the lab setting, but future work should also consider the multiple levels at which investigators may lead in their careers and the multiple types of scientific organizations ( M. Mumford et al., 2003 ). For example, leadership takes place in collaborative, even multi-site and international, teams, in scientific disciplines (e.g., leadership roles in a professional society), in communities and among the public, and in administrative roles (e.g., a division chief or department chair). Additionally, leadership across multiple levels must be considered; for instance, how administrative leadership at the organizational or departmental level influences leadership within labs ( Bland & Ruffin, 1992 ; Robledo et al., 2012 ). Future research on leadership and management in science will also need to consider differences and commonalities across academic, industry, and entrepreneurial organizational contexts ( M. Mumford et al., 2003 ).

To address these research questions about scientific leadership, we must consider several significant practical issues that emerge. Notably, who should study, fund, and publish “metascience” ( Hu, 2016 ) on leadership and management in research? Interdisciplinary teams comprised of social scientists and those from specific social, life, or physical science disciplines may be best equipped to employ social science methods to test research questions while also appreciating unique features of specific scientific disciplines. But, funding agencies and journals typically focus on specific diseases or disciplines. Research issues that span all scientific research do not have clear funding or publication outlets ( Ioannidis, Fanelli, Dunne, & Goodman, 2015 ). Often this work is published in a wide range of disciplines, making it difficult for scholars studying similar issues to locate each other’s work ( Ioannidis et al., 2015 ). Additionally, these efforts are likely to be unfunded secondary projects of interest to individual researchers, and as such, potentially funded inadequately to address the necessary large and complex questions.

Limitations

These findings provide some useful future directions for research, training, and development regarding leadership and management in science, but they are not without limitations. The first limitation relates to the generalizability of the findings because the PIs were at one academic institution. However, this allowed us to hold constant the potential influence of institutional culture, which was not of interest in this particular study. Additionally, we ensured that our sample was diverse and representative of biomedical researchers conducting NIH-funded genetic research. They were diverse in terms of nation of origin (i.e., international or U.S.), and they conducted varied types of research (e.g., human, animal, computational) funded by a variety of NIH institutes. They were also diverse in career stage, and our sample was representative of the NIH-funded population in terms of gender.

Another potential limitation includes that the investigators self-selected as volunteers for the interview study. Therefore, they may be those most interested in issues related to operating a lab or leading a research team. Indeed, their responses suggested that they were reflective about their lab management practices. Overall, it is unclear whether our findings would generalize to other groups of scientists in other settings.

Finally, all of our participants could be considered highly successful: they are PIs at a leading medical research center with NIH funding. While this is a limitation in terms of the generalizability of findings, it is also a strength in terms of learning about the management practices of successful researchers.

In conclusion, the NIH-funded principal investigators that we interviewed at a top-tier US academic medical center decidedly indicated that leadership and management are essential to performing effective research. Moreover, they observed that scientific training does not prepare researchers for these activities, and they encouraged the development of programs to better train investigators. Ultimately, equipping investigators to navigate the social and organizational dimensions of scientific work serves to foster the quality, integrity, and societal impact of scientific research. But, efforts must follow best practices in leadership development and assessment, and empirical research on leadership and management in science should serve as their basis. Several practical concerns emerge in light of the foregoing observations, such as who should study, fund, and publish such work. We hope that the present study inspires the scientific community to take on this challenge.

Acknowledgments

Source of Support

This study was supported in part by a National Center for Advancing Clinical and Translational Science Award, 2UL1 TR000448-06, and by the National Human Genome Research Institute, K01HG008990. The content is solely the responsibility of the authors and does not necessarily represent official views of the National Institutes of Health.

Disclaimers

The authors have no conflicts of interests or disclaimers to report.

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Leadership agility in the context of organisational agility: a systematic literature review

Published: 17 April 2024

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Latika Tandon ORCID: orcid.org/0000-0001-9937-072X 1 ,
Tithi Bhatnagar ORCID: orcid.org/0000-0001-8469-7658 1 , 2 &
Tanushree Sharma ORCID: orcid.org/0000-0002-7727-0258 3

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Organisations across the globe are looking to become agile and are seeking leaders to guide their transformation to agility. This paper conducts a systematic literature review across eighty-six papers spanning over 25 years (1999–2023), to develop an overview of how leadership agility is conceptualized in the context of organisational agility in the extant literature. This systematic review was conducted using the PRISMA framework. The databases searched for the review were: EBSCO, Emerald Insight, JStor, ProQuest, ScienceDirect, and Scopus. The data thus collected was organised and integrated using reflective thematic synthesis. Literature suggests that leadership agility is one of the key dimensions to foster organisational agility, though challenging in practice and difficult to implement. Based on the analysis of extant literature, this paper identifies four emergent themes of leadership agility: Leadership Agility Mindsets; Leadership Agility Competencies; Leadership Agility Styles; and Leadership Organisational Agility Functions . This study has conceptualized a framework of leadership agility in the context of organisational agility, anchored in the interplay of the emergent themes and their categories, contributing to leadership agility research, and promoting its adoption by the practitioners.

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Tandon, L., Bhatnagar, T. & Sharma, T. Leadership agility in the context of organisational agility: a systematic literature review. Manag Rev Q (2024). https://doi.org/10.1007/s11301-024-00422-3

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Published by Grace Graffin at January 6th, 2023 , Revised On April 16, 2024

Introduction

The subject of management involves an in-depth understanding of the various aspects of business management, such as employee management, risk management, organisational behaviour, and many more.

When choosing a topic for your management dissertation, make sure to consider diverse topics that explore both the theoretical and practical aspects of management.

We understand that getting a dissertation topic approved can be extremely challenging as academic supervisors require students to research a unique case.

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How to Select the Best Management Dissertation Topic?

A dissertation topic must be selected based on research interests, availability of data, time limitations, and the research’s scope and significance. The following management dissertation topics are carefully shortlisted while considering all these parameters. Please review these topics and let us know if you have any queries.

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2024 Management Research Topics

Topic 1: an evaluation of organizational change management- why do people tend to oppose change.

Research Aim: The research will aim to assess the structure of organizational change management and to find the reasons why people resist or oppose the changes in an organization. There are many reasons through which change in organization’s management becomes important but some employees’ does not accept that changes. There are many reasons why people resist changes on organization. In certain circumstances, resistance to change might be beneficial. Resistance to change is, in fact, a crucial feedback mechanism that must not be neglected.

Topic 2: Investigating the effectiveness of customer relationship management in airlines

Research Aim: The research will aim to study the efficiency of CRM in airlines. Customer relationship management has evolved into a critical technique used by every corporation to better its operations and obtain a competitive advantage over competitors. Customer relationship management has evolved into a key priority for airline firms and an integral part of airline businesses’ corporate strategy to distinguish themselves from rivals in the eyes of the consumer. The goal of facility organisations, such as airlines, is to provide services that attract and maintain satisfied, loyal customers who promote the airline.

Topic 3: How does leadership affect employees’ productivity? A case of IT firms

Research Aim: This research will focus on leadership positions in IT organisations with the goal of increasing staff productivity and performance. Leadership is essential for increasing employee retention, career drive, and efficiency. Most companies’ progress is accelerated by effective leadership. As a result, it is critical to organisational success. Employee performance, on the other hand, is a critical pillar of every firm, and companies must examine the variables that contribute to great performance. Leadership is based on confidence, which is based on skill, sincerity, ethics, transparency, reactivity, empathy, and kindness.

Topic 4: The effect of organisation advancement tools on business performance

Research Aim: The research will aim to find the effect of organization advancement on business performance. Organizational tools are objects that assist you in organising your workspace, resources, and tasks in order to make your workday more effective. Physical instruments, planners, and software platforms are examples of what they can be. Organization advancement tools are a great source to improve your business performance as they help you in managing your daily tasks and workforce.

Topic 5: The importance of leadership and social skills in new entrepreneurs: An investigative study

Research Aim: The research will aim to investigate the importance of leadership and social skills in new entrepreneurs. Developing talent, introducing innovative goods and services, delivering efficiency, and gaining market share all benefit from improved leadership qualities. If you wish to stay small, you might be able to get away with not growing your leaders. Otherwise, it will restrict your progress. Social skills enable entrepreneurs to interact with customers more effectively, resulting in more agreements and more profitability.

Covid-19 Management Research Topics

Crisis management during covd-19.

Research Aim: This study will identify crisis management aspects during COVD-19, including its challenges and solutions.

Business management during COVID-19

Research Aim: This study will review business executives’ challenges in various scale industries and how they are recovering from the loss. How far did they succeed?

Hospital and medicine management during COVID-19

Research Aim: This study will highlight the role of hospital management during COVID-19, the challenges they came across, and the ways to overcome those challenges.

Educational management during COVID-19

Research Aim: This study will address the issues faced by students and educational institutes. How are they trying to overcome the challenges of imparting education during the coronavirus pandemics?

Maternal health care management during COVID-19

Research Aim: The lockdown situation has been an issue of concern for the patients, including pregnant women. This study will address the role of Maternal health care management during COVID-19.

Management Dissertation Topics for 2023

Topic 1: analyzing the traditions and trends in public administration and management in post-wwii europe.

Research Aim: The purpose of the research will be to analyze the characteristics of cultural and national communities that have influenced public administration and management in the 1970s and 1980s in Europe. The study will be carried out using a systematic literature review.

Topic 2: The Impact of Gender-inclusive Gatekeeping and Predecessors Influence on the Success of Female CEOs

Research Aim: The purpose of the research will explore how local organisational agents and contexts can help women leaders overcome barriers and achieve success at higher levels in corporate firms. The study will focus on CEO succession events and predecessor CEOS factors and their influence on women post-succession. The research design will be developed qualitatively.

Topic 3: Analysing the Impact of Daily Psychological Power on Organisational Leaders

Research Aim: The research will use quantitative techniques to analyze power-holders relational and interdependent work contexts. The study will examine the effect of daily psychological power using the factors of abusive behaviour and perceived incivility.

Topic 4: Examining the Impact of Cultural Diversity on Interaction Process and Performance

Research Aim: Using quantitative techniques, the research will analyse the interaction process and performance factors in two groups of employees in the services industry – homogenous and culturally diverse. The effectiveness in operation and arrangements will be examined.

Topic 5: Analyzing the Impact of ‘Voice’ and ‘Silence’ on Destructive Leadership

Research Aim: The research will examine the limited and biased view of silence in management literature. The study will also analyse the impact of silence in an organisation in terms of a functional value using quantitative research techniques. Furthermore, how silence in organisations can be used as a strategic response will be discussed.

Topic 6: Examining the Relationship between Productivity, Management Practices, and Employee Ability in the UK Setting

Research Aim: Using quantitative techniques, the study will analyse a relationship between productivity, management practices, and employee ability using data from management practices surveys and employees’ longitudinal earnings records.

Topic 7: Analysing the Factors that Impact International Differences in Gender Pay Gap

Research Aim: The research will use quantitative techniques to analyse microdata from various countries between 1980 and 2010. The study will use the factors of wage structures, net supply, wage compression, collective bargaining coverage, and unionised wage setting to identify the lower gender pay gap internationally.

Topic 8: The Impact of Psychosocial Hazards on Workplace Risk Management

Research Aim: The study will investigate workplace risk management practices in industry sectors with a high risk of musculoskeletal disorders (MSDs) and mental health disorders (MHDs) and the extent to which they may rise from psychosocial hazards. The research will be conducted using qualitative research techniques.

Strategic Management and Organisational Behavior Dissertation Topics

Strategic management and organisational behaviour can be described as the actions a firm takes to achieve its business objectives primarily derived from competitive markets’ dynamic behaviour. Following are some interesting dissertation topics under this field of study;

Topic 1: The Impact of Organisational Goals on Organisation Behavior

Research Aim: The primary focus of this research will be to combine factors from the theory of action, phases and self-determination theory to develop a motivational model that will explain the relationship between organisational goals setting process that lead to organisational behaviour. The research will be conducted using mixed methods of research techniques.

Topic 2: Integrating the Principles of Strategic Human Capital and Strategic Human Resource Management to Improve Organisational Performance

Topic 3: comparing the impact of family and non-family firm goals on strategy, family and organisational behavior.

Research Aim: This research will analyse the differences between family and non-family business goals and their impact on how businesses develop strategies. Also, the research will assess how these developed strategies would affect family and organisational behaviour. This research will use quantitative research techniques.

Topic 4: Analyzing the Effect of Strategy, Innovation, Networks and Complexity on Organisational Adaptability – The Mediating Effect of Leadership

Research Aim: The current study will use empirical analysis to examine the effects of strategy, innovation, networks, and complexity of organisational adaptability using leadership as a mediation factor.

Topic 5: Examining the Effect of Appointment of a Racial Minority Female CEO on White Male Top Manager Intrapsychic and Behavioral Responses

Research Aim: This research will examine white male managers’ behavioural responses to a female racial minority CEO’s appointment. The behaviour that the research will analyse is the amount of help that the white male top manager provides to their fellow executives. The research will be conducted using quantitative techniques.

Topic 6: Analysis of the Effectiveness of an Affect-Based Model to Portray Recipients Responses to Organisational Change Events

Research Aim: The study will use the Affect-Based Model developed by Oreg et al. (2016) to analyse if it is useful in documenting and portraying the recipient responses to organisational change events. The research will use factors of valence and activation to assess the effectiveness of the model. The study will be conducted using quantitative techniques.

Topic 7: Evaluating the Relationship between the personality of a CEO and Employee Motivation

Research Aim: This research will investigate the relationship between a CEO’s personality and employee motivation. The core of this study will be to assess whether a CEO’s character possesses the power to influence employee motivation or not. Case studies from various companies will be used in this study.

Topic 8: Assessing the Role of Managers in Bringing and Implementing Technological Change in an Organisation

Research Aim: This research will focus on how managers implement technological change in their organisations. Change management is challenging as not all employees are open to accepting change. This research will focus on various ways through which managers successfully implement technological change in their companies.

Topic 9: An Analysis of Organisational Change Management: Why Employees Resist Change?

Research Aim: This research will focus on why employees resist change in organisations, i.e., why employees dislike change. Different causes and factors will be discussed in this study, and the research will conclude why employees do not wholeheartedly accept the change.

Knowledge Management Dissertation Topics

The importance of knowledge management for organisations can’t be understated because this aspect of management enhances the workforce’s capabilities and overall productivity. It leads to a competitive advantage and provides the basis for differentiating an organisation from its competitors. Some interesting dissertation topics under this field are;

Topic 1: Examining the Impact of Enterprise Social Networking Systems (ESNS) on Knowledge Management and Organisational Learning

Research Aim: The research will investigate the effect of ESNS on knowledge management processes and organisational learning. The research will use knowledge creation and sharing to play the mediating role in analysing the proposed relationship. The proposed study will use empirical research methods.

Topic 2: A Review of Knowledge Management Research

Research Aim: The research paper will use a systematic literature review technique for the proposed study. The research will review the last twenty years of knowledge management literature to assess the presence of bias in explaining knowledge integration over research by exploring knowledge differentiation processes.

Topic 3: The Impact of the Internet of Things (IoT) on Innovation and Knowledge Management Capacity

Research Aim: The purpose of this research will be to investigate the plausible relationship between knowledge management systems, open innovation, knowledge management capacity, and innovation capacity in firms. The research will be conducted using empirical techniques to draw reliable conclusions.

Topic 4: The Impact of Strategic Knowledge Management on MNC and their Subsidiaries Performance

Research Aim: The research will develop a model to test the possibility of a relationship between strategic knowledge management (SKM) processes and organisation performance compared between multinational companies and their subsidiaries. The research will also analyse the impact of relational context on knowledge creation and transfer.

Topic 5: Analyzing the Relationship between Knowledge Management Practices and Knowledge Worker Performance - The Mediating Role of Organisational Commitment

Research Aim: The study will analyse the role of knowledge management practices to address the issues of insufficient organisational commitment and knowledge workers’ performance in the UK’s public sectors. The proposed study will use quantitative research techniques to fulfil its aim and objectives.

Topic 6: The Relationship between Knowledge Management Processes and Sustainable Competitive Advantage in Private Business Schools in the UK

Research Aim: The proposed research will explore the impact of knowledge management processes on sustainable completive advantages by using knowledge-based view (KBV) and resource-based view (RBV) as mediators in the relationship. The research will be conducted using quantitative techniques of data collection (i.e. questionnaire) and analysis (i.e. structural equation modelling).

Topic 7: The Impact of Strategic Knowledge Management on Manufacturing Firm’s Performance

Research Aim: The purpose of the study will be to empirically investigate the relationship between the availability and use of IT solutions for strategic knowledge management and a manufacturing firm’s performance, which will be measured in unit production. The research will use the resource-based view and the knowledge-based theory to develop a conceptual framework to analyze this relationship’s effect.

Topic 8: Evaluating how Knowledge Management Impacts Company Performance: A Case Study of Sainsbury

Research Aim: This research will discuss the basic concepts of knowledge management. The study will also discuss the impact knowledge management has on a company’s performance, i.e. how it helps companies achieve their goals. The main focus of this research work will be on Sainsbury’s knowledge management framework.

Topic 9: Knowledge Management as a Core Competency? Evaluating the Application and Benefits of Knowledge Management

Research Aim: This research will uncover how companies utilise knowledge management as their core competency and how it benefits their business operations. This study’s main focus will be on applying the various concepts of knowledge management and their implication for businesses.

Topic 10: Exploring the Managerial Concerns and Issues in Knowledge Management and Their Impact on Organisations

Research Aim: This research will explore the managerial concerns and issues related to knowledge management. The study will also focus on assessing the impact of these issues on businesses and how they can influence day-to-day operations. This will be an evidence-based study where evidence from different companies and various situations will be evaluated.

Leadership and Management Information System Dissertation Topics

Leadership drives the organisational agenda and is regarded as one of the most influential factors in streamlining organisations’ processes. Good leadership results in better performance of any organisation because it gives direction to the business activities under the market conditions and requirements.

Similarly, management information systems are pivotal to any organisation’s success and successfully implementing them can benefit the organisation in many ways. Following are some dissertation topics under the subject of leadership and management information systems;

Topic 1: The Role of Information Systems (IS) in Enterprise Architecture and its Impact on Business Performance

Research Aim: This study will examine the relationship between IS Enterprise Architecture and business performance using technical alignment and IS capabilities mediators. This research will be conducted using quantitative techniques to fulfil its aim.

Topic 2: Exploring The Relationship between Ethical Leadership and Employee Knowledge Sharing

Research Aim: This research will use social learning theories and self-determination to investigate the relationship between ethical learning and employee knowledge sharing. The study will be conducted using empirical research techniques.

Topic 3: Analysing the Impact of Relationship Leadership and Social Alignment on Information Security Systems Effectiveness in Private Organisations

Research Aim: This research will use social capital theory as its theoretical foundation to explore the impact of relational leadership on social alignment between business and IT executives. The relational model will study the factors of integrated knowledge, information security system effectiveness, and organisational performance. This research will use empirical techniques.

Topic 4: Examining the Relationship between Operating Room (OR) Leadership and Operating Staff Performance

Research Aim: This research will analyse the relationship between Operating Room leadership and operating staff performance. This will be done using emotional intelligence and collaboration variables to assess staff performance, using recovery numbers. The relationship will also be examined through the mediating role of leadership principles. The data will be collected and assessed using quantitative research techniques.

Topic 5: The Role of Transformational Leadership as a Mediating Variable in the DeLone and McLean Information Success Model.

Research Aim: The research will use the DeLone and McLean Information Success Model to analyse if productivity software implemented in an organisation can improve its performance. However, the research will also evaluate the model and propose modifications to include transformational leadership as a mediating factor in the information success model. The research will be quantitative in nature.

Topic 6: Assessing the Role of Leadership in an Organisation to Help Adopt Advanced Technological Systems

Research Aim: This research will assess the role of leadership in an organisation to help companies realise the importance of innovative, technologically advanced systems. Many companies today are still naive to the ever more important role of technology. Thus this research will aim to help companies adopt innovative technological systems through leadership. The research will be evidence-based in nature.

Topic 7: Evaluating How Changing Business Leadership Impacts Technological Organisational Performance

Research Aim: Changing leadership in organisations can prove a disaster if not handled properly. The transition process is extremely challenging, and companies should have the capability to handle this phase. This research will explore how their decision to change leadership impacts technological and organisational performance and how to optimise the process. This research will be quantitative in nature.

Topic 8: Can Information Systems in Organisations Be Considered a Competitive Advantage?

Research Aim: Information systems, if implemented successfully, benefit organisations immensely. The impact that an information system has and its results help companies stay ahead of their competitors. This research will assess how companies can turn their information systems into a competitive advantage, and most importantly, whether they or not information systems should be considered a competitive advantage.

Topic 9: Understanding the Leadership Challenges of Implementing and Managing an Advanced Information System in an Organisation

Research Aim: This research will help explain the challenges that managers and the entire leadership of an organisation face when implementing an advanced information system. Bringing a change in a company is challenging, and throw in a technology to implement, the process becomes even more challenging. This study will explore in detail all related challenges through quantitative research.

Topic 10: Do all Business Processes in an Organisation need Information System Management?

Research Aim: It is often argued that not all business processes require information systems. However, when talking about today’s world and the technological advancements taking place, it is recommended that business processes in organisations adopt the technology. This research will be a comparative analysis of whether companies are successful and profitable with information systems or without them.

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Organisational Culture and International Business Dissertation Topics

Organisational culture shapes the work ethics and helps in defining the professional image of organisations. Organisational culture plays a huge role in international business.

Organisations that adopt the country’s culture they are operating in are known to run their operations more successfully. The following topics are related to organisational culture and international business and help students choose an appropriate topic according to their interests.

Topic 1: The Impact of Organisational Culture of Collaborative Networks Influence on IT Governance Performance in Large Enterprises

Research Aim: This research will explore the influence of collaborative networks’ organisational culture on IT governance performance. The study will use a case study to analyse multinationals as they have a wide working network. The purpose of the research will be to determine whether or not organisational culture helps businesses effectively use IT in business operations. The research will be conducted using mixed methods research.

Topic 2: Analysing the Relationship between Supervisor’s Job insecurity and Subordinates’ Work Engagement

Research Aim: The purpose of this research is two-fold. The research will analyse the relationship between the supervisor’s job insecurity and subordinates’ work engagement using a mediator and a moderator. The research will first examine the mediating role of subordinate’s pro-social voice between supervisor job insecurity and subordinates’ work engagement. Next, the research will examine the moderating role of organisational culture between the supervisor’s job insecurity and sub-ordinates pro-social voice. The research will be conducted through quantitative techniques.

Topic 3: Analysing the Impact of Individual Perception of Organisational Culture on the Learning Transfer Environment

Research Aim: The research will be conducted empirically to assess the relationship between culture (as perceived by employees) and the work environment based learning factors (i.e. learning transfer environment [LTE]) in the organisation). LTE is measured using feedback and coaching factors that received resistance or openness to chance, personal outcomes, and supervisor and peer support.

Topic 4: The Role of Organisational Culture on the Development of Psychological Distress in the Workplace

Research Aim: The purpose of the study will be to analyse how organisational culture may cause the symptoms of psychological distress in the workforce. The study will use corporate culture and work organisation conditions as base factors to relate them to employees’ psychological distress. The research will be conducted using quantitative research techniques.

Topic 5: Analysing the Role of Leadership and Organisational Culture

Research Aim: The research will examine the relationship between organisational culture, leadership and employee outcomes. The paper will focus on the mediator of leadership processes and their impact on the relationship between culture and employee outcomes. The study will be conducted using quantitative research techniques.

Topic 6: The Role and Relationships among Strategic Orientations, Cultural Intelligence, International Diversification and Performance of Organisations

Research Aim: The research will aim to understand the drivers of the international expansion of globalised firms. The research will explore the relationship between strategic orientations and cultural intelligence as drivers and international diversification and firm performance. Strategic orientations used in the study include international market orientation (IMO) and entrepreneurial orientation (IEO). The study will be conducted using quantitative research techniques.

Topic 7: Dynamics of Corruption Culture Distance to Core Values

Research Aim: The research will examine how corporate bribery is impacted by cultural distance between multinational enterprises (MNEs) in their home and host countries. The research will also analyse the organisational distance to core value between MNE’s entry into the host country and its headquarters. The research will use empirical data collection and analysis techniques.

Topic 8: Examining Organisational Export Performance by International Business Competencies

Research Aim: The study aims to explore the relationship between international business competencies and export performance. The research will also analyse export performance by singular analysis or combined analysis of the competencies. The research will be conducted using empirical data.

Topic 9: Does Organisational Culture Influence the Leadership Type that a Company Should Adopt?

Research Aim: This research will argue whether companies should hire leaders concerning their culture or not. Organisational culture and leadership are interconnected. Thus companies that do not operate according to their culture struggle to grow exponentially. This research will aim to focus on the possible relationship between leadership and organisational culture. The research will be evidence-based.

Topic 10: Organisational Culture and International Business Competition: Are they Interrelated?

Research Aim: Organisational culture plays a huge role in making a company competitive internationally. When a business’s culture is motivating to all employees and identifies the right culture for its employees, there is every likelihood of rapid growth for both the company and the employees. The research will explore how the two concepts are interrelated.

Important Notes:

As a management student looking to get good grades, it is essential to develop new ideas and experiment with existing management theories – i.e., to add value and interest to your research topic.

The management field is vast and interrelated to many other academic disciplines like operations management , business , business administration , MBA , human resource management and more. That is why creating a management dissertation topic that is particular, sound, and actually solves a practical problem that may be rampant in the field is imperative.

We can’t stress how important it is to develop a logical research topic based on your entire research. There are several significant downfalls to getting your topic wrong; your supervisor may not be interested in working on it, the topic has no academic creditability, the research may not make logical sense, there is a possibility that the study is not viable.

This impacts your time and efforts in writing your dissertation , as you may end up in the cycle of rejection at the initial stage of the dissertation. That is why we recommend reviewing existing research to develop a topic, taking advice from your supervisor, and even asking for help in this particular stage of your dissertation.

Keeping our advice in mind while developing a research topic will allow you to pick one of the best management dissertation topics that fulfil your requirement of writing a research paper and adds to the body of knowledge.

Therefore, it is recommended that when finalizing your dissertation topic, you read recently published literature to identify gaps in the research that you may help fill.

Remember- dissertation topics need to be unique, solve an identified problem, be logical, and be practically implemented. Please look at some of our sample management dissertation topics to get an idea for your own dissertation.

How to Structure your Management Dissertation

A well-structured dissertation can help students to achieve a high overall academic grade.

A Title Page
Acknowledgements
Declaration
Abstract: A summary of the research completed
Table of Contents
Introduction : This chapter includes the project rationale, research background, key research aims and objectives, and the research problems. An outline of the structure of a dissertation can also be added to this chapter.
Literature Review : This chapter presents relevant theories and frameworks by analysing published and unpublished literature on the chosen research topic to address research questions . The purpose is to highlight and discuss the selected research area’s relative weaknesses and strengths while identifying research gaps. Break down the topic and key terms that can positively impact your dissertation and your tutor.
Methodology : The data collection and analysis methods and techniques employed by the researcher are presented in the Methodology chapter, which usually includes research design , research philosophy, research limitations, code of conduct, ethical consideration, data collection methods, and data analysis strategy .
Findings and Analysis : Findings of the research are analysed in detail under the Findings and Analysis chapter. All key findings/results are outlined in this chapter without interpreting the data or drawing any conclusions. It can be useful to include graphs, charts, and tables in this chapter to identify meaningful trends and relationships.
Discussion and Conclusion : The researcher presents his interpretation of results in this chapter and states whether the research hypothesis has been verified or not. An essential aspect of this section is establishing the link between the results and evidence from the literature. Recommendations with regards to implications of the findings and directions for the future may also be provided. Finally, a summary of the overall research, along with final judgments, opinions, and comments, must be included in the form of suggestions for improvement.
References : Make sure to complete this by your University’s requirements
Bibliography
Appendices : Any additional information, diagrams, and graphs used to complete the dissertation but not part of the dissertation should be included in the Appendices chapter. Essentially, the purpose is to expand the information/data.

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For further assistance with your dissertation, take a look at our full dissertation writing service .

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Good Leadership Is About Asking Good Questions

John Hagel III

You don’t need to pretend to have all the answers.

Especially when they find themselves in the midst of crisis and uncertainty, leaders should ask powerful and inspiring questions. Asking questions well can put you on the path to solving intractable problems and will also help you connect with others and, counterintuitively, to earn their trust. Those questions should be big in scope: What new opportunities have emerged that we don’t want to miss? How might we use new technologies to change our business model? And you should involve others in answering those questions —employees, stakeholders, and even customers. Doing so can not only help you generate better answers, it can also help you to change your organization’s culture.

Leaders today need to revisit an overlooked skill: asking questions. In my 40 years as an executive and advisor in Silicon Valley, I’ve often seen leaders assume that people look to them for answers — bold assertions that build people’s confidence in their competence. But in reality, that kind of approach erodes trust, especially at a time when so much is manifestly uncertain. You think you have the answers to all important questions? That suggests that you are either clueless — you have no idea how rapidly the world is changing — or that you are lying. In either case, you won’t find that trust that you’ve been looking for.

John Hagel III recently retired from Deloitte, where he founded and led the Center for the Edge , a research center based in Silicon Valley. A long-time resident of Silicon Valley, he is also a compulsive writer, having published eight books, including his most recent one, The Journey Beyond Fear . He will be establishing a new Center to offer programs based on the book.

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Leadership and Management Topics

Leadership is the process by which a leader influences another person or group and focuses the followers’ behavior on a goal or outcome. Persuading a subordinate to clean up his or her work area could be seen as a form of leadership, as could convincing hundreds of people to volunteer for disaster relief work. Influencing people and focusing that influence toward a tangible outcome are fundamental components of the leadership process. Leadership can occur in a variety of settings, either formal or informal. In formal settings, such as business organizations, individuals may receive a formal job assignment in which they are expected to lead other organizational members. This formalized leadership role is often called supervision. Although leadership and supervision are similar, there are some significant differences between the two concepts. Read more about Leadership and Management .

Leadership and Management Research Topics

Abusive Supervision
Behavioral Approach to Leadership
Charismatic Leadership Theory
Employee Grievance Systems
Implicit Theory of Leadership
Judgment and Decision-Making
Leader-Member Exchange Theory
Least Preferred Coworker Theory
Life-cycle Model of Leadership
Normative Theories
Reinforcement Theory of Motivation
Situational Approach to Leadership
Spirituality and Leadership at Work
Trait Approach to Leadership
Path-Goal Theory
Transformational and Transactional Leadership

Management, on the other hand, involves a more formal relationship: One person is formally designated to manage others, and that action is sanctioned by a formal organization. Management or supervision tends to have an administrative and rational focus, with the smooth and efficient operation of the formal organization as its defining feature. A supervisory role, once established, tends to perpetuate itself and is modified only by formal action. The leader of a group may change quickly, whereas a supervisor has a formally designated role that is fairly permanent. Part of what supervisors attempt to do is to lead people. So in actuality, leadership is a psychological process that can occur in the formalized role of supervision as well as in less formal settings. Thus, supervision occurs when someone who is formally designated and sanctioned by an organization attempts to influence (lead) others toward organizationally sanctioned goals.

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Leadership vs. Management: What’s the Difference?

Leader Addressing Team During Business Meeting

31 Oct 2019

The terms “leadership” and “management” are often used interchangeably. While there is some overlap between the work that leaders and managers do, there are also significant differences.

In a keynote discussion at Harvard Business School Online’s annual conference, Connext , HBS Professors Nancy Koehn and Joe Fuller explored the interplay between leadership and management and shared how they define the two disciplines.

Koehn referenced the work of HBS Professor John Kotter, who she said aptly defined the “activity of leadership.”

Leadership vs Management: What's the difference?

“ Leadership , he wrote, is the creation of positive, non-incremental change, including the creation of a vision to guide that change—a strategy—the empowerment of people to make the vision happen despite obstacles, and the creation of a coalition of energy and momentum that can move that change forward,” Koehn said.

Fuller, who teaches the online course Management Essentials , relayed his thoughts on how management compares.

“ Management is getting the confused, misguided, unmotivated, and misdirected to accomplish a common purpose on a regular, recurring basis,” Fuller said. “I think the ultimate intersection between leadership and management is an appreciation for what motivates and causes individuals to behave the way they do, and the ability to draw out the best of them with a purpose in mind.”

Watch the full keynote discussion between Nancy Koehn and Joe Fuller below:

While these definitions draw parallels between the roles of leaders and managers, they also allude to some key contrasts. Here are three differences between leadership and management.

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How Is Leadership Different from Management?

1. process vs. vision.

Effective leadership is centered on a vision to guide change.

Whereas managers set out to achieve organizational goals through implementing processes, such as budgeting, organizational structuring, and staffing, leaders are more intent on thinking ahead and capitalizing on opportunities.

“I think of management as working with other people to make sure the goals an organization has articulated are executed,” says HBS Dean Nitin Nohria in an interview for the online course Management Essentials . “It’s the process of working with others to ensure the effective execution of a chosen set of goals. Leadership is about developing what the goals should be. It’s more about driving change.”

2. Organizing vs. Aligning

In the book, On Becoming a Leader , scholar Warren Bennis presents a list of key differences between managers and leaders , including:

The manager administers; the leader innovates
The manager maintains; the leader develops
The manager focuses on systems and structure; the leader focuses on people

Managers pursue goals through coordinated actions and tactical processes, or tasks and activities that unfold over stages to reach a certain outcome. For example, they may implement a decision-making process when leading a critical meeting , or when devising a plan for communicating organizational change .

Leaders, on the other hand, are less focused on how to organize people to get work done and more on finding ways to align and influence them.

“Your central function in a position of leadership is to mobilize others so they can execute a set of individual and collective tasks,” says HBS Professor Anthony Mayo in the online course Leadership Principles .

By developing a personal leadership style through self-reflection and honest feedback , leaders can learn how to empower their employees and inspire them to both believe in and pursue important organizational initiatives.

3. Position vs. Quality

The title “manager” often denotes a specific role within an organization’s hierarchy, while referring to someone as a “leader” has a more fluid meaning.

“Manager is a title. It’s a role and set of responsibilities,” says leadership coach Doc Norton in Forbes . “Having the position of manager does not make you a leader. The best managers are leaders, but the two are not synonymous. Leadership is the result of action. If you act in a way that inspires, encourages, or engages others, you are a leader. It doesn't matter your title or position.”

Leadership is a quality that needs to be shaped. Through developing emotional intelligence and learning how to influence others , professionals of all levels can build greater self-awareness and understand how to bring out the best in themselves and others.

For seasoned and aspiring managers alike, possessing strong leadership skills can not only lead to better job performance , but an improved knowledge of how to influence the context and environment in which decisions get made.

Related: How to Be an Effective Leader at Any Stage of Your Career

Which HBS Online Leadership and Management Course is Right for You? | Download Your Free Flowchart

Unleashing Your Leadership Potential

Leadership skills can be developed at any stage of your career. By understanding the characteristics of effective leaders and how leadership differs from management, you can develop techniques for coaching colleagues, delivering feedback, and overcoming specific organizational challenges.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

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CMR INSIGHTS

Are we asking too much leadership from leaders.

by Herman Vantrappen and Frederic Wirtz

Image Credit | Nick Fewings

Leaders do not have an easy time. In the assumption that the headlines in the management literature are a reliable guide, leaders are expected not only to be brilliant but also servant, humble, transformational, vulnerable, authentic, emotionally intelligent, empathetic, unlocked and connecting – at the least. 1-9 That is a tall order, even for those who are labelled superhuman.

1. The primary vertical

Small mono-product and mono-market companies tend to have a function-based architecture (e.g., product development, purchasing, production, sales, distribution, after-sales). At large companies, that architecture can be intrinsically frictional. For example, if you are in the business of developing, constructing and maintaining power plants worldwide, the business development people, when they make a bid, might be tempted to foresee low maintenance costs so as to increase their chances of winning the bid. Alas, if the bid is won, the maintenance division will bear the brunt. Such operational tension is inherent to this type of business, but you do not want that tension to constantly manifest itself at the C-suite level. Therefore, consider having “region” rather than “function” as primary vertical and then setting up a function-based organization within each region. 18

2. The corporate parent

Each of a company’s business entities has specific objectives, challenges and priorities. Imagine your company has a mix of large businesses operating in its mature home market and small ventures in promising overseas markets. The latter may be keen to tap into the talent and knowledge that reside in the former, while the former may be reluctant to lend to the latter. Obviously, you do not want every such request and refusal to be elevated to the C-suite level. A global knowledge management and talent mobility system could solve the problem, and you might expect the businesses, out of enlightened self-interest, to set it up among themselves. Alas, that is unlikely to happen, as the benefits are contingent on participation by all businesses. Therefore, consider having a corporate function kick-start the initiative. 19

3. Lateral coordination

Imagine that your organization architecture consists of business entities focused on “product” and others on “customer segment”. Even though these entities by design are relatively self-contained, “product” and “customer segment” still need to coordinate daily on operational matters, such as defining product specs, setting price levels, launching commercial campaigns, etc. Hence you decide to create a matrix, with sales managers reporting both to a product line manager and a customer segment manager. And you expect these matrixed sales managers to make the best possible trade-offs between the partially diverging interests of their two bosses. Alas, a matrix between two verticals with P&L responsibility tends to be intrinsically frictional. 20 The matrixed manager’s anxiety about role conflict and their bosses’ fear of power loss may create festering conflicts escalating to the C-suite level. Therefore, in this case, consider a soft-wired coordination mechanism (such as a periodic joint planning cycle) instead of a hard-wired matrix.

There are many other examples of organization design faults or ambiguities, not only related to organizational architecture but also to governance, business processes, company culture, people and systems. Admittedly, the perfect organization design does not exist – tension and friction are a fact of corporate life. And we could hardly demand too much authenticity, emotional intelligence, empathy and other commendable behaviors from our leaders, as described at start. But there is an issue when senior leaders are compelled to activate these behaviors to resolve internal conflicts that should not have escalated to the top of the organization. By identifying and removing glaring design faults and ambiguities about roles, we can help lessen the emergence and escalation of such conflicts, and consequently reduce the opportunity cost of senior leaders devoting energy and time to resolving stoppable conflicts. Senior leaders had better focus on genuine people issues, external stakeholders, and the organization’s strategic choices.

References

R.C. Liden, S.J. Wayne, H. Zhao and D. Henderson, “Servant Leadership: Development of a Multidimensional Measure and Multi-Level Assessment,” The Leadership Quarterly 19, no. 2 (2008): 161-177..

E.H. Schein and P.A. Schein, “Humble Leadership: The Power of Relationships, Openness, and Trust,” 2nd ed. (Oakland: Berrett-Koehler Publishers, 2018).

B.M. Bass, “Leadership and Performance Beyond Expectations” (New York: John Wiley & Sons, 1985).

J. Morgan, “Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization” (New York: John Wiley & Sons, 2023).

B. George, “Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value” (New York: Jossey-Bass, 2004).

D. Goleman, “The Emotionally Intelligent Leader” (Boston: Harvard Business Review Press, 2019).

O. Valadon, “What We Get Wrong About Empathic Leadership,” Harvard Business Review, Oct. 17, 2023.

H. Le Gentil, “The Unlocked Leader: Dare to Free Your Own Voice, Lead with Empathy, and Shine Your Light in the World” (New York: John Wiley & Sons, 2023).

“The Connecting Leader: Serving Concurrently as a Leader and a Follower,” ed. Z. Jaser (Charlotte: IAP, 2021).

K. Einola and M. Alvesson, “The Perils of Authentic Leadership Theory,” Leadership 17, no. 4 (2021): 483-490.

J. Lin, B.A. Scott and F.K. Matta, “The Dark Side of Transformational Leader Behaviors for Leaders Themselves: A Conservation of Resources Perspective,” Academy of Management Journal 62, no. 5 (2019): 1556-1582.

C.A. O’Reilly and J.A. Chatman, “Transformational Leader or Narcissist? How Grandiose Narcissists Can Create and Destroy Organizations and Institutions,” California Management Review 62, no. 3 (2020): 5-27.

R. Sadun, “The Myth of the Brilliant, Charismatic Leader,” Harvard Business Review, Nov. 23, 2022.s

N. Nohria, “When Charismatic CEOs Are an Asset — and When They’re a Liability,” Harvard Business Review, Dec. 1, 2023.

J. Hu, B. Erdogan, K. Jiang and T.N. Bauer, “Research: When Being a Humble Leader Backfires,” Harvard Business Review, April 4, 2018.

T.K. Kelemen, S.H. Matthews, M.J. Matthews and S.E. Henry, “Essential Advice for Leaders from a Decade of Research on Humble Leadership,” LSE Business Review, Jan. 17, 2023.

S.T.A. Phipps, L.C. Prieto and E.N. Ndinguri, “Emotional Intelligence: Is It Necessary for Leader Development?” Journal of Leadership, Accountability & Ethics 11, no.1 (2014): 73-89.

H. Vantrappen and F. Wirtz, “When to Change Your Company’s P&L Responsibilities,” Harvard Business Review, April 14, 2022.

H. Vantrappen and F. Wirtz, “How To Get a Corporate Parent That Is Better For Business,” California Management Review, March 5, 2024.

J. Wolf and W.G. Egelhoff, “An Empirical Evaluation of Conflict in MNC Matrix Structure Firms,” International Business Review 22, no. 3 (2013): 591-601.

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Leadership in Healthcare: Essential Values and Skills, Fourth Edition

Carson f. dye, fache.

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Leadership Development

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Using inclusive leadership to create a culture that attracts and retains diverse talent
Facilitating the transformation from clinician to physician leader
Striking the right balance between organizational efficiency and employee engagement
Understanding the empirical evidence supporting the value of healthcare leadership
Using values-based leadership to address COVID issues and other crises
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277 Top Leadership Research Topics for Your Thesis. For most students, working on leadership research topics is a fascinating task. That's because this subject spans different disciplines, including education, management, sociology, politics, and psychology. For this reason, many learners choose these topics when writing college and ...
Managerial Leadership: A Review of Theory and Research
This article reviews and evaluates major theories of leadership and summarizes findings from empirical research on leadership. Major topics and controversies include leadership versus management, leader traits and skills, leader behavior and activities, leader power and influence, situational determinants of leader behavior, situational moderator variables, transformational leadership ...
Analysis of Leader Effectiveness in Organization and Knowledge Sharing
Yukl (2013) defined leadership as "the process of facilitating individual and collective efforts to understand and influence the people to realize what is to be done and how and to realize the shared objectives." Chemers (2000) states that leadership is "the process of social influence that one can get the help and support of others to achieve a common objective."
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The First 90 Hours: What New CEOs Should—and Shouldn't—Do to Set the Right Tone. New leaders no longer have the luxury of a 90-day listening tour to get to know an organization, says John Quelch. He offers seven steps to prepare CEOs for a successful start, and three missteps to avoid. New research on business leadership from Harvard ...
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A review of adult development leadership research identified the need for more research with a wider use of contextual factors and how developmental activities are interpreted at different orders of development (McCauley et al., 2006). Thus, the current research focuses on the leader as a person or the concept of leadership, but no study has ...
Are Leadership and Management Essential for Good Research? An Interview
Future research on leadership and management in science will also need to consider differences and commonalities across academic, industry, and entrepreneurial organizational contexts (M. Mumford et al., 2003). To address these research questions about scientific leadership, we must consider several significant practical issues that emerge.
PDF Addressing Leadership and Management of Research Groups: a Multivariate
For each indicator of performance, we first test individual components of our conceptual model. Model 1 includes only resource strategy variables; the inputs of a research group. Model 2 includes only management and leadership variables, which capture the process. We then combine inputs and processes in model 3.
Leadership agility in the context of organisational agility: a
To narrow the highlighted research gap, this paper seeks to answer the research question, ... Additionally, since the study was focused on leadership management at an overall organisational level, documents describing knowledge management, e.g., teaching methods; or dealing with technical solutions of existing concepts, ...
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Leadership Dissertation Topics. Published by Grace Graffin at January 4th, 2023 , Revised On August 15, 2023. Leadership is an attribute of leading and guiding subordinates for collective wellness. Many people aspire to become leaders, but only a few succeed. It is because leadership and management are two relatively different concepts.
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Most recent answer. 1. Is leadership style positively and significantly related to job performance? 2. Is leadership practice positively and significantly related to job performance? 3. Do ...
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Some interesting dissertation topics under this field are; Topic 1: Examining the Impact of Enterprise Social Networking Systems (ESNS) on Knowledge Management and Organisational Learning. Topic 2: A Review of Knowledge Management Research. Topic 3: The Impact of the Internet of Things (IoT) on Innovation and Knowledge Management Capacity.
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"Research on Leadership in a Cross-Cultural Context: Making Progress, and Raising New Questio ns", The Leadership Q., 14 (2003), 729, 737. For further discussion of cross -cultural studies ...
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The first question asks for a ready-made solution, and is not focused or researchable. The second question is a clearer comparative question, but note that it may not be practically feasible. For a smaller research project or thesis, it could be narrowed down further to focus on the effectiveness of drunk driving laws in just one or two countries.
Leadership's Impact on Employee Work Motivation and Performance
et al., (2018) asserted that numerous studies prove that the correlation between the leader. and employee performance is successful, and the studies show that the leader has a. positive effect on employee work performance. Thus, the theory of leadership style is. best suited for improved employee performance.
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Are Leadership and Management Essential for Good Research? An Interview Study of Genetic Researchers

Adelina Mart

Introduction

What Are Leadership and Management?

How Are Leadership and Management Germane to Scientific Research?

Why Have Leadership and Management in Scientific Research Been Overlooked?

Research Questions

Study Design and Sample

Data Collection

Data Analysis

PIs Spontaneously Reported That Leadership and Management Skills Are Essential

PIs Described Learning Necessary Skills through Trial-and-Error

PIs Reported Being Unprepared for Lab Management Responsibilities

PIs Described Key Leadership and Management Practices

PIs Welcomed a Proposed Management Intervention

Best Practices

Educational Implications

Research Agenda

Limitations

Acknowledgments

Leadership agility in the context of organisational agility: a systematic literature review

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