“Back and forth” between the individual and the group: collaboration and emotional leadership in science

Abstract

PurposeIn this article, the authors explore the emotional dimension of the strategies that researchers carry out to foster collaboration within research groups in science.Design/methodology/approachThe authors have carried out fieldwork based on semi-structured interviews with members of high-performance research groups, supported by the analysis of ethnographic observations in the local work contexts of several of these groups.FindingsAs a result, the authors start from the representations of the principal investigators interviewed about collaboration, as a dynamic between the individuals involved and the group, to describe two forms of leadership strategies: ego-centered or group. Hence, the authors highlight that the emotional work of IPs consists of combining both strategies by activating and deactivating affection, warmth and spontaneity in interactions. The authors conclude by reviewing the contributions and some potential lines of study.Research limitations/implicationsThe main contributions and conclusions must be regarded considering several limitations of our work. First, the authors have focused on high-performance groups, so it would be expected that the research groups that do not have the support of European Research Council (ERC) do not present the observed dynamics. Concerning the analysis, the authors have focused on the link between situational (personal interaction) and organizational scales. Although the authors have attended social factors that imply the structure and changes of the professional sector of science (Whitley, 2000, 2014), future publications will allow the authors to delve into relationships on a broader scale, associating collaboration patterns and discursive positions. The authors will focus on (1) roles and social profiles and (2) features of scientific culture and its recent configuration.Practical implicationsThe authors affirm that the emotional field is key to understanding how groups and individuals respond to these profound changes. In their work, scientific professionals do not only act based on rational and instrumental criteria but also driven by habits, affective networks and inertia of their organizational cultures. In this paper, the authors provide theoretical and practical keys to understand the complexity that collaboration creates within research groups as a contradictory reality that consists of a constant movement of individuals and the group.Social implicationsAs many of the interviewees expressed, there are no adequate spaces to learn and reflect on leadership and collaboration in science. The authors are science workers who are responsible for imagining and deciding how the authors want their research groups to function. Institutions must ensure the means so that this task can be carried out. Hopefully, this article will contribute to this irrevocable project.Originality/valueThe authors’ aim is to understand how well-known groups operate in their field, with a high level of resources and productivity, in order to identify and promote cutting-edge strategies in different scientific branches. Moreover, the authors want to recognize the importance of institutional infrastructures. For this reason, giving them a place in the framework of management studies allows to submit this issue to public debate for a wide audience of social scientists. Moreover, this permits to inquire about cross-disciplinary subjects, such as social and organizational psychology, sociology of work, studies about science and management studies.

Translating purpose and mindset into positive impact through shared vision, compassion, and energy—a comparative study of seven organizations

“…Their findings suggest that maintaining a strong climate in such a context requires leaders to walk a tightrope—which they describe as funambulist leadership—between creating an environment of feeling valued and the responsibility to achieve organizational outcomes. A further field study by Lopez Carrasco and Belli (2023) explored the emotional dimension of scientific research groups, reinforcing the finding of a need for balance in managing the relational climate between affection, warmth and spontaneity within a group and the individual strategies of the leader.…”

The multiple turns in the psychology of emotion

“…In the fifth and last chapter (the management turn), Belli deals with the role of emotions in organisational and professional contexts, with particular emphasis on emotional management in academia and research settings, a subject matter that the author has studied in depth in recent times (López Carrasco & Belli, 2023a, 2023b, 2023c; Lorca & Belli, 2023). In contemporary science, collaboration is both a fundamental requirement and a complex endeavour that demands a considerable amount of emotional work from researchers themselves.…”

“…Such emotional work entails a combination of various emotional strategies that move back and forth between the individual and the group dimension so as to adjust professional interactions, and it can be fostered or hindered by leadership positions. Thus, scientific leaders’ emotional work consists of combining two leadership styles—ego-centred and group-centred—to strike a balance between individual needs and collective interests and, hopefully, to make the best of their research groups while ensuring the well-being of team members (López Carrasco & Belli, 2023a; Lorca & Belli, 2023).…”