Assessing Leadership Performance in University-Based Cooperative Research Centers: Evidence from Four Studies

Abstract

This chapter contribution describes a program of research investigating leadership in the context of university-based cooperative research centers (URCs). S. Bartholomew Craig, Clara E. Hess, Jennifer Lindberg McGinnis, and Denis O. Gray report the results of four studies. Study 1 used content analysis of qualitative interview data to identify 15 categories of center director performance. Study 2 used the categories identi fi ed in Study 1 to create a standardized multisource (360°) leadership performance assessment instrument, which was subsequently re fi ned to measure 10 dimensions of directors' leadership performance. Study 3 applied cluster analysis to scores from the new instrument to identify four distinct "types" of center directors, based on their patterns of leadership performance. Study 4 investigated the relations between center directors' leadership performance and their personality scores as assessed with the Five Factor Model of personality. Results are discussed in terms of their implications for knowledge of leadership processes within URCs, selection and development of center directors, and for future research efforts. For complementary examinations, see the chapter contributions by Rivers & Gray and by Davis and colleagues on center leaders' industry member marketing practices and relations with university administrators, respectively.

Leadership Relationships Between Center Directors and University Administrators in Cooperative Research Centers: A Multilevel Analysis

“…Close, trusting relationships with industry members, government and university administrators, and faculty and student researchers are important because they help to mitigate the high level of uncertainty inherent in the innovation and knowledge transfer process (Gertner et al 2011 ) . Leaders who nurture supportive interpersonal relationships enhance the ability of research groups to create new knowledge and technologies (Carmelli and Waldman 2010 ; also see the chapter contribution from Craig et al . 2012 ) .…”

“…As leader of an R&D organization I/UCRC directors must create and sustain an organizational climate for innovation, gain money and resources, develop effective internal relationships with superiors, colleagues, and subordinates, and nurture effective external relationships with industry partners (Amabile 1988 ;Elkins and Keller 2003 ) . Cases of successful I/UCRCS document the importance of trust, commitment, and good interpersonal relationships in sustaining successful collaboration with industrial partners and academic researchers (Barnes et al 2006 ;Plewa and Quester 2007 ; also see the chapter contributions from Rivers and Gray 2012 ;Craig et al . 2012 ) .…”

“…Researchers have identi fi ed some of the leadership skills needed to manage collaborative research partnerships successfully. Craig and colleagues emphasize the importance of interpersonal skills and boundary spanning in addition to technical expertise (see the chapter contribution from Craig et al 2012 ) . Crosby and Bryson ( 2010 ) emphasize the importance of integrative leadership as a way to bring diverse groups and organizations together in semi-permanent ways in order to solve complex problems.…”