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Scientific Research Effectiveness pp 69–99Cite as

Leadership in scientific organizations

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Abstract

Few studies have examined the role of leadership in the scientific enterprise. In the present effort, we attempt to apply a functional model of leadership to identify the key requirements for effective leadership of scientists. In keeping with the functional approach, we begin by examining the nature of scientific work with respect to people, processes, and context. Subsequently, the implications of these observations about people, processes, and context are used to formulate a set of propositions about the actions that should be taken in leading scientists. These propositions examine requisite actions at the individual, group, organizational, and field levels. The implications of these observations for the effective leadership of scientists are discussed.

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  1. The University of Oklahoma, USA

    Michael D. Mumford, Gina Marie Scott & Blaine Gaddis

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  1. Michael D. Mumford
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  1. Dublin City University, Dublin, Ireland

    John Hurley

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Mumford, M.D., Scott, G.M., Gaddis, B. (2003). Leadership in scientific organizations. In: Hurley, J. (eds) Scientific Research Effectiveness. Springer, Dordrecht. https://doi.org/10.1007/978-94-010-0275-2_5

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  • DOI: https://doi.org/10.1007/978-94-010-0275-2_5

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