The range of leadership and management tools, models and advice that will help you navigate your role is overwhelming. Here’s a collection of basics from Imperial’s Academic’s Success Guide. Perhaps take a look at a different topic each month.
What this section covers
This section on recruitment and induction focuses on one of the most high-stakes elements of research leadership: who joins your team and how they begin. It offers practical guidance on recruiting research staff and PhD students strategically and inclusively, planning timelines and processes, involving others wisely and avoiding rushed appointments. It also provides structured support for inducting new starters, including expectation setting, early development conversations and signposting to institutional resources so they can build confidence and momentum from the outset.
Why read it?
Because your first appointments can accelerate your research trajectory or quietly derail it. Recruit deliberately. Induct with intention.
What this section covers
This section helps you move from managing individuals to leading a cohesive team. It introduces team development models to help you diagnose what is happening in your group, alongside practical guidance on articulating a clear research vision, building trust and setting expectations. The tools and ideas support you in creating alignment, psychological safety and interdependence within your research group, collaborations or committees.
Why read it?
High performing teams rarely happen by accident. This helps you shape culture, clarity and collaboration deliberately.
What this section covers
This section supports you in shaping an inclusive, emotionally safe and high integrity research culture. It brings together guidance on establishing positive group norms, leading inclusively, managing diversity and ensuring equitable access to opportunities. It also signposts your responsibilities under the Concordat to Support the Career Development of Researchers and provides resources for supporting mental health and wellbeing within your team.
Why read it?
Because culture is created through everyday leadership choices. Build an environment where people and ideas can thrive.
What this section covers
This section reframes performance management as an ongoing leadership cycle rather than an annual event. It provides tools and insights to help you agree meaningful goals, delegate in ways that build independence, give constructive feedback and support individual development. It recognises the complexity of leading people with different motivations and strengths, and offers practical strategies to sustain high performance while addressing challenges early.
Why read it?
Leading research means leading people. This helps you develop independence, address challenges early and sustain high performance.
What this section covers
This section helps you design meetings with clarity and purpose. It provides practical advice on structuring agendas, clarifying outcomes and using templates for supervision and research group meetings. It also encourages experimentation with different formats, including agile approaches, to increase focus, accountability and efficiency so meetings actively drive progress rather than consume time.
Why read it?
Meetings signal what matters. Make them focused, productive and relationship strengthening rather than time draining
What this section covers
This section outlines your responsibilities as a supervisor and manager in supporting the professional and career development of early career researchers. It explores formal expectations from funders and institutions, alongside practical approaches to skills development, broader professional growth and meaningful career conversations. The emphasis is on proactive, ongoing development rather than reactive or transactional support.
Why read it?
Your legacy is measured in people as well as publications. Support development with clarity and structure.
What this section covers
This section introduces a practical framework, informed by personality theory, to help you understand differences in communication, decision-making and working styles within your team. It encourages greater self-awareness of your own preferences and offers strategies for adapting your leadership approach so that diverse individuals can contribute effectively and thrive.
Why read it?
One leadership style will not fit everyone. Adapt your communication and harness difference as a strength.
What will you take forward?
One thing to try: Choose just one area to strengthen in the next few months. Which would have the greatest positive impact on your research group, team or collaboration?
Related Resouces
See all Established Researcher resources
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