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What’s the difference between a project lead and a project manager?

Are you trying to find out what a project lead is but struggling to find a definitive answer?

We hear you. Everywhere you look, there’s conflicting information, right? And with so many similar-sounding job titles in project management , it’s no wonder things get lost in translation.

Project lead, project manager, project leader, project planner, team leader — the list goes on.

So. Many. Titles.

So don’t feel bad if you’re not 100% sure what a project lead is. We feel your pain.

Fortunately, monday.com  is here to clear up these misconceptions once and for all.

In this article, we’re going to define the role of the project lead, the skills needed to be a successful project lead, and look at the key differences between a project lead and a project manager .

No need to thank us. You’re welcome.

What is the role of a project lead?

Generally speaking, a project lead is someone who fulfills many of the duties of a project manager but may not have the experience or certification to gain the full PM title.

So although a project lead might have some of the responsibilities of a project manager, they usually aren’t as qualified or experienced.

Sounds pretty simple, right?

We have some bad news.

The role of a project lead can vary from company to company and industry to industry.

Different companies each have their own definition of what a project lead is, and this makes it hard to pin down exactly what the role entails.

For example, one project lead might manage specific elements of a large project, but another might manage entire projects — just smaller, less complex, and lower priority ones than those tackled by the company’s PMs.

We know. It’s annoying that there’s no concrete definition. But on the whole, a project lead will often play a similar role to a project manager.

Don’t miss more quality content!

What is the difference between project lead and project manager.

As we’ve already mentioned, the answer to this question depends on the industry you’re working in, and the company you’re working for.

But overall, here are the main differences:

So if you had a project lead and a project manager working at the same company, chances are the project lead would be in charge of smaller projects, or would be working underneath the project manager on larger projects.

What does it take to be a successful project lead?

The skills of a successful project lead are similar to those of a successful project manager — the ability to collaborate, communicate, organize, and think critically.

Let’s take a look at how mastering these skills can help you become a successful project lead.

1. Collaboration

A project lead will collaborate with team members to complete their project work on time and within budget. Whether that’s liaising with the project team about specific tasks, or working with the project manager to get things moving, collaboration is always important.

A recent survey also found that 75%  of project management professionals believe using team collaboration tools will increase this year.

And with collaboration as one of the key components of project management , it’s no surprise that professionals in the industry have made this prediction.

If their opinion is anything to go by, project leads need to think about using a platform to improve their collaborative efforts — if they’re not already using one, that is.

Enter: monday.com.

A work management platform makes collaboration  quick, easy, and straightforward. With our platform, a project lead can collaborate with every team member from a central location. You can even share files and send messages , too.

2. Organization

Without wanting to sound too dramatic, the project lead’s organizational skills could be the catalyst for project success or complete and utter failure.

Think about it. There’s a lot going on in the life of a project lead. Various deadlines, project progress, resources, budgets, teams to manage — and it’s all happening at the same time.

Now imagine trying to keep on top of this without  being organized. We shudder at the thought.

And that’s why it’s important that every project lead has strong organizational skills. Without organization, the project would undoubtedly fall apart.

And if you feel like you need a helping hand with project organization, get in touch  with the team here at monday.com.

With our software, there’s no need to worry about losing track of tasks, or whether projects will finish on time. Our platform hosts everything in one central location for optimal organization.

3. Critical thinking

Managing change is part of the job when it comes to project management. No matter how hard you plan, it’s rare for a project to make it from start to finish without any changes or complications along the way.

Fortunately, there’s a way for project leads to take these changes in their stride: critical thinking.

With critical thinking, a project lead is also able to reflect on the success or failure of the project and use that information to inform project decisions going forward.

And before you start to worry about this laborious process, don’t. It doesn’t have to be difficult. In fact, using a work management platform makes it easy to spot gaps or areas of improvement in past and current projects.

Take monday.com, for example. With our platform, project leads can optimize their dashboard  to view the relevant metrics on each project. With one glance, you can see the information you need to make quick, informed decisions.

How to make the life of a project lead easier with monday.com

In the world of project management, we’re constantly looking for ways to improve our workflow and make things easier to manage.

And that’s where monday.com can help.

At monday.com, our job is to make your job easier. With our work management platform, project managers and project leads can host all their project tasks, activities, and schedules in one central location.

And that’s not all. We’ve got an array of features and functions that are sure to make your life easier.

1. Collaborate with your team

As a project lead, collaborating with your team  is vital. Well, using monday.com makes collaboration a walk in the park. In our platform, you can add comments, share files, and see who’s working on which task.

Much easier than having to manually reach out to people on different platforms, don’t you think?

2. Easily view project progress

Keeping on top of project progress is easier said than done. Especially if you have a team of remote workers, or if you’re working on more than one project at once.

But with monday.com, you can easily see how projects are progressing.

Our progress tracking column  provides visibility of how far along each task has progressed, and you can even view this on more than one project at once.

3. Review the successes/failures of previous projects

We’ve already mentioned how important critical thinking skills are as a project lead. And with monday.com by your side, this process becomes a whole lot easier.

With our intuitive and user-friendly interface , you can easily review past projects to identify areas of improvement going forward.

So not only will monday.com make your active projects easier to manage, but it’ll also help you identify the highs and lows of past projects. Something that’s also helpful if you need to update a project stakeholder , too.

What comes next?

If you’ve made it this far, congrats! You now know what a project lead is, the difference between a project lead and a project manager, and the skills needed to be a successful project lead.

You also now know one of the top secrets in the project management industry.

There’s no concrete definition of a project lead.

At least you can stop scrolling endlessly through Google to try and find the right definition. Ultimately, there isn’t one.

Whatever your definition of a project lead, using a work management platform will undoubtedly improve your project management. 

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The Ultimate Guide to…

Leadership in Project Management

Brought to you by projectmanager, the project management tool used to plan over 2 million projects..

What is Project Leadership?

What is a project leader, 6 ideas to strengthen as a project leader, how to lead a project with project management tools, top 6 leadership theories, leadership vs. management: what’s the difference, how to lead by example, 5 inspiring leadership quotes.

A leader is like a rudder on a boat steering the ship and keeping it on course. But the boat wouldn’t float without a sound hull, it’d coast aimlessly without sails and wouldn’t be able to catch the wind if it had no crew.

That’s just another way of saying that leadership isn’t barking orders. In project management a leader is part of an integrated team with the shared responsibility of the team and stakeholders to deliver a project on time and within budget.

Project leaders rely on data, and use tools like dashboards, Gantt charts and time tracking software to achieve project success. ProjectManager offers all of these features and more—and project leaders love to use it.

ProjectManager’s dashboards and live data help project leaders make the right decisions at the right time – Try it free

Leadership is often misunderstood in general and in particular in project management, yet it’s one of the most important positions on the project team. If you’re looking to run a more effective project, then you need to define leadership in project management.

Leadership isn’t one thing. There are many different styles and combinations of those types. We’ll go into more detail, but these are the most common forms of leadership.

• Transformational
• Leader-Member Exchange
• Strengths-Based
• Transactional

Project leadership, most simply, is the act of leading a team towards the successful completion of a project. But of course, it is much more than that. It’s about getting something done well through others. But project leadership requires skills in both managing people and tasks. It is a soft skill; part art, part science.

If you’re a practical-minded person you might not like such an open-ended definition. But the first mistake in trying to define leadership is thinking that it’s one thing. You must be willing to think broadly and accept that there are many different types of leaders in the world and even in the more rarefied world of project management.

Different Leadership Styles

Look over the management style of anyone in charge of any project, and you’ll find a myriad ways in which they accomplish their goals and set a tone of leadership. Much of these differences are based on the person’s personality and what style of leadership they naturally gravitate towards.

That’s where a project leadership matrix comes in handy. It is a tool that tells you what type of leader you are, and with that knowledge you can tweak your technique to become a better leader. The leadership matrix is made up of four parts:

• Reactive people-leadership
• Reactive task management
• Proactive people-leadership
• Proactive task management

It’s unlikely that you sit only in one quadrant, since most of us are a sampling of all of these parts. However, the best project managers are those who emphasize a proactive leadership style.

A project leader is someone who leads a project, but that doesn’t really get to the bottom of this seemingly simple title. There are project managers, who are responsible for many of the aspects that we associate with leadership. They assemble the team, devise the plan and manage resources to maintain the schedule and keep within budget.

But leadership is a quality that should be expressed by everyone. It’s not just leading by example, such as the project manager rolling up their sleeves and joining in on the work as needed, but everyone on the project team must take a leadership role. They need to own their responsibilities and manage the tasks assigned to them. The last thing anyone wants is a team of robots who can’t make a move without being directed.

That said, there is a project leader and their job is different than that of the team they manage. They have to straddle many worlds being both technically organizationally adept, able to engage effectively across boundaries, connecting talent with key challenges. Think of a project leader as the consummate integrator. They help others succeed.

What Makes a Good Project Leader?

Project leadership is difficult work, and while most project managers are adept at leveraging the tools and processes of the trade, there’s no single body of knowledge to learn and pass a test on when it comes to leading successfully. It’s the ultimate school where learning by doing is the only way forward.

However, if you look over the way successful leaders work there are commonalities. What most leaders share are these following 10 attributes:

• They are grounded and centered
• They are aware and mindful
• They create solutions
• They are analytical
• They can evaluate risk
• They can generate a sense of urgency
• They are insightful
• They build cohesion
• They motivate people
• They achieve results

These are not chiseled in stone, of course. Leadership is fluid. Just as dealing with people requires nuance, so does determining what makes up a good leader. Still, these 10 points are pillars on which you can build project leadership.

A good place to start is with project leaders you respect, who have experience and have lead projects in ways that you wish to emulate. Seeking out help from a mentor is recommended, because they can add a depth of dimension to the process that all the books in the world can never touch.

Another thing to do is keep in mind these six concepts that are like a leadership workout. Practice them and you’ll strengthen your leadership muscles.

1. Mind the Gap

Take time to explore the gap between navigating and leveraging the tools of the trade and leading others. It’s leadership in a classic sense, with the goal to bring to life a group of individuals that coalesce as a team and pursue high performance. Easy words, tough tasks, but worth the investment in time and attention.

2. Reframe Your Challenge: It’s Not the Project, It’s the Team

The issue you face isn’t project execution, it’s team development. If you take care of the team and ensure that you form and frame the right environment, the team will take care of the initiative.

3. Let the Team Define Your Role

Perform a pre-post mortem on your role as leader. Ask your team: “At the end of this project when we are successful, what will you say that I did?” Listen carefully and you will hear many of the raw ingredients of high performance teams. From alignment on the purpose of the project to treating team members with respect to ensuring fair and even accountability to setting expectations high to not micro-managing, this question will prompt a torrent of important answers. Take notes. These define the raw content of your job description as project leader.

4. Teach Your Team How to Talk

In my many observations of teams struggling to perform, one of the common performance killers is an inability to navigate the swirl of emotions, biases, opinions and agendas that invade all of our group discussions. Spend time focusing on strengthening your facilitation skills.

5. Teach Your Teams How to Decide

Teams succeed or fail based on how they navigate moments of truth in the form of key, often irreversible decisions. And while strengthening your team’s ability to talk as outlined above is important, supporting the development of effective decision-making processes is mission critical.

Given the complexity of group decision-making, including our tendency to draw on our own unique prior experiences and to unknowingly impose our biases on a decision-choice, helping a group develop effective decision-making processes is no small task. You need a process. Look for the one that works for your organization and team.

6. Everyone Communicates, Leaders Connect

The people on your team are neither resources nor automatons. Great leaders at all levels strive to connect with team members on something a bit more personal than status meetings and reports. They take the time to engage and where appropriate, they strive to learn about the aspirations and even personal interests of their team members.

ProjectManager is an award-winning tool that helps project managers organize their plans and teams, fostering leadership through practical means that lead to projects coming in on time and within budget. The cloud-based software gives managers transparency into their team’s work while allowing teams to collaborate and work better together.

When you use this project management tool you’re able to provide detailed directions on executing tasks and give teams the freedom to manage their own work. The lines of communication are always open with real-time data that keeps everyone updated. Here’s how it works:

Make a Plan

Plans are the backbone of your project. They hold everything together. Without a plan to schedule tasks and resources, no amount of leadership is going to help you.

Create a plan on an interactive Gantt chart, import tasks, add them manually or use templates to get started. They will populate a project timeline where you can see everything in one place. Use a scope of work document to assist in your planning.

Schedule the Work

Once in a Gantt chart, you can organize your tasks into a schedule, with due dates, dependencies, milestones, etc. This places it within a specific timeframe.

Add due dates and priorities to each task to show teams what must get done and by when. Add task descriptions and files to the tasks. Teams can comment at the task level to collaborate.

Balance the Workload

Leaders have to assign and then make sure teams have the capacity and resources to execute those tasks according to the schedule. Keeping the workload balanced adds productivity.

Check your resources on the software. The workload chart, which is color-coded, shows who has too many tasks. Then reallocate their work from that page and balance the workload.

Track the Progress

Leaders don’t just plan, they have to make sure things are proceeding as planned. That means monitoring and tracking progress , so they can adjust resources as needed.

View your progress as it happens with a real-time dashboard that calculates data it automatically collects and displays for an instant status report on time, costs and more.

Report to Stakeholders

Gathering accurate data helps project managers make better decisions. It’s also a communication tool to keep stakeholders with a vested interest in the project in the loop.

Generate reports with just one click and filter them to see just the information you want on timesheets , tasks and more. Then easily share at stakeholders presentations.

Everyone has a theory on what makes a great leader, and with good reason. Leadership is a quality that’s important for success and yet so difficult to define. But great leadership isn’t subjective. People have studied leadership.

A strong understanding of leadership provides us with a variety of legitimate options for different scenarios, and helps a person set up themselves, their team or company for success. People are more intentional than reactional when it comes to leadership.

The origins of how we have come to define leadership have historic roots. Many might remember the great man theory, which dates back to the 1800s and speaks to men with dominant personalities. They were destined for greatness due to having innate characteristics that made them leaders.

The idea of a born leader, and that leaders are born male, is obviously outdated and has since been challenged. Today, there are many theories of leadership that attempt to explain what makes a great leader. Let’s look at six of these leadership theories:

1. Transformational

James MacGregor Burns was a political sociologist in the 1700s, who saw leadership qualities falling under two types. Transactional leaders are those who influence others by what they offer in exchange for their help.

Transformational leaders are connected to their followers in such a way that it raises the level of motivation and morality, committed to a collective good. Four factors play into transformational leadership: idealized influence, inspirational motivation, intellectual stimulation and individualized concern.

2. Leader-Member Exchange

This is a leadership theory based on that there are two groups in opposition, the in-group and the out-group members. Think of it like high school, where there’s the popular kids and the outcasts.

Project managers can favor and trust certain members of their team, giving them more responsibility, while others they might not think well of and so these team members get the more mundane tasks. How these relationships are formed is at the heart of this theory.

3. Adaptive

An adaptive leader is one who can mobilize people to act on tough challenges, even if the solutions to those challenges are not readily apparent.

This type of leadership is all about adapting and thriving in a challenging environment. This is done by gradually, but meaningfully, accepting a process of change both individually and collectively.

4. Strengths-Based

The belief that it’s individual strength that leads to successful leadership; when people use their strengths and competency to lead, they’re sure to do a good job.

It is a method that works to maximize the efficiency, productivity and success of a project by focusing on your strengths and continuing to develop them. It’s basic tenet is that people can grow exponentially by building on their strengths rather than weaknesses.

Popularized by Robert Greenleaf, the servant leadership theory places the needs of others over their own self-interest. The idea is that you serve first, shifting the power to those who are being led.

• Bureaucratic (Transactional): Leadership through normative rules, regulations, strict discipline and systematic control.
• Traditional (Feudal): Leadership over followers who believe in the legitimacy of governance, personal loyalty and faithfulness.
• Charismatic (Transformer): Leadership that is characterized by dedication, illumination and heroism, where followers have personal trust in a leader’s charisma, vision and mission.

The transactional leader motivates teams mostly through appealing to their self-interest. Therefore, a transactional leader’s power is directly related to their formal authority in the organization.

Is leadership good and management bad? Of course not, both are important. But there is a difference. There are many who stand on one side or the other of the great divide between leadership and management, demonizing one and praising the other.

You don’t have to look far to find examples of either persuasive leaders who have done terrible things or efficient managers who lack the soft skills to lead and inspire. Let’s start by looking at the differences between the two and why a combination of both is ideal.

Leaders inspire others to share their vision, they motivate others to act on that vision, encourage others and help them overcome obstacles in pursuit of that vision.

Here is a list of some of the core values of a strong leader.

• Communication: The ability to disseminate information and listen actively.
• Motivation: Getting people to want to do what you need them to do.
• Delegation: Knowing that you can’t do everything and trusting others to help you carry the load by completing assigned tasks.
• Positivity: Keeping a positive attitude, regardless of the situation, helps with morale.
• Trustworthiness: People aren’t going to listen to you or do what you ask if you don’t first instill a sense of trust.
• Creativity: There will always be problems that can’t be solved by rote; you must think creatively and be open to taking chances. Employ divergent thinking to find unique solutions.
• Feedback: Leadership doesn’t take place in a vacuum. Listen to your team, stakeholders, advisors, mentors, etc., and take their opinions seriously.
• Responsibility: You can’t expect people to follow you if you’re not taking responsibility for the bigger picture and your behavior.
• Commitment: You also cannot expect to lead others if you are not committed to the project.
• Flexibility: Things change, and rigidity can ruin a project, so you must be willing to adapt and not hold too tightly to anything.

What is management ? It’s the process of dealing with or controlling things or people. But the emphasis does tend to be on things rather than people.

Managers are people who plan, organize and coordinate. They are methodical and are always reassessing their process to make sure they’re progressing as planned. If not, they tweak to get back to their baseline assessment .

Here are 10 of what are considered the most important skills for any manager to have:

• Interpersonal Skills: While managers aren’t exclusively dealing with people, they still must interface with them, and the better they do so, the smoother the management process.
• Communications: Being able to manage is being able to communicate what you need to who needs to do it.
• Motivation: The same is true for motivating people to follow your management lead.
• Organization: You must be organized. Management is made up of many parts, and they cannot be handled on the fly.
• Delegation: No one can manage everything themselves, and if they try, they’re going to fail. So, share responsibilities and delegate tasks to others.
• Forward Planning: A manager is a planner who looks towards the future and how to set themselves up for it today.
• Strategic Thinking: Part of that planning is thinking strategically about the project, the organization and how to align them moving forward.
• Problem Solving: Managers face issues daily, and they must think creatively to solve them.
• Commercial Awareness: Managers are not working in a vacuum and need to have a keen sense of the business and commercial environment in which they operate.
• Mentoring: In order to get things done, sometimes a manager must become a mentor, offering guidance or training where it’s needed.

Why Leadership and Management Skills are Both Important

From the description of both leaders and managers, it’s clear that project managers must be a blend of both disciplines. Managing a project requires leadership skills to inspire your team and have a vision to lead the project to success.

But there are also many managerial aspects to project management, which are outside the purview of leadership. For example, balancing a budget, creating feasible schedules and contracting with vendors and outside contractors.

A project manager can be thought of as wearing many hats. The best know this and shift from leaders to managers many times during the day, doing what it takes to move the project forward. By doing this they set an example for the team, which benefits everyone.

If you want to encourage, inspire, motivate and fuel your team, leadership by example is one of the best ways to get buy-in and build trust. What are the practical things people can do to encourage, inspire, motivate and fuel their teams to complete more project tasks.

This leads us to talk about transformational leaders. What transformational leaders have in common are the following traits.

• Fought for a humanitarian cause
• Declared an unthinkable goal
• Maintained integrity
• Walked the talk
• Went to bat for people

To become such a leader requires action. These are some of the steps you can take to help your team through leading by example.

• Support the vision/mission of your company.
• Support your team, such as offering training if needed.
• Get the facts straight before doing anything.
• Be early, not just on time, to meetings, etc.
• Pay attention to details.
• Always follow-up and follow-through on what you say.

What Not to Do

It’s just as important to point out some things not to do if you’re looking to become an effective leader. These are examples that can stymie progress and undermine your leadership.

• Don’t brag about your achievements; it’s in bad taste and those accomplishments are never yours alone.
• Don’t talk about others; it will come back to them and erode loyalty.
• Don’t take credit then issue blame; the credit is the team’s, but the blame is likely yours. In other words, beware of self-serving bias.

Pro Tip: When leading by example, it’s important that it’s authentic leadership. That means you can’t just put it on like a fashion, but must feel passionate.

If Thomas Edison was right when he said, “Genius is one percent inspiration and ninety-nine percent perspiration,” then consider these leadership quotes the one percent. Because sometimes, you just need that little bit of inspiration to get over those humps as a leader in project management.

1. “Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” – George S. Patton

George S. Patton was a general, which is a job you don’t get unless you’ve proven your leadership skills. He was responsible for the lives of hundreds of thousands of soldiers during WWII. If his leadership faltered, more than just a project was at risk. He understood that once you have assembled a crack team of experts and provided the right tools for the job, just give them goals and let them get there. That’s what they’re trained to do.

2. “Keep on going, and the chances are that you will stumble on something, perhaps when you are least expecting it. I never heard of anyone ever stumbling on something sitting down.” – Charles F. Kettering

Inventor, engineer and head of research at General Motors for decades, Kettering was responsible for innovations such as the electrical starting motor and leaded gasoline. He’s a bit long-winded here, but he wasn’t a writer. The gist of it is that you should never give up. It’s in the work where solutions are revealed.

3. “Don’t be intimidated by what you don’t know. That can be your greatest strength and ensure that you do things differently from everyone else.” – Sara Blakely

Sara Blakely founded the shapewear company Spanx. She understands that not knowing something isn’t ignorance if you’re willing to learn. While you might not approach the subject in the traditional sense, that isn’t a bad thing. In fact, it could be good. You can discover new solutions others never thought of because they were too wedded to doing things a certain way.

4. “You may not realize it when it happens, but a kick in the teeth may be the best thing in the world for you” – Walt Disney

You might not expect the man who came up with Mickey Mouse and the happiest place on earth to choose such violent imagery. But it’s only a metaphor for failure, which is part of any creative process, and often just the sobering event needed to recalibrate and continue to succeed.

5. “The ultimate measure of a man is not where he stands in the moments of comfort, but where he stands at times of challenge and controversy.” – Martin Luther King, Jr.

While most managers are not likely to face the moral and ethical issues that Martin Luther King, Jr. faced in his battles for civil rights, the sentiment he shares is relatable. You don’t judge a leader when things are running smoothly. Anyone can lead a project when it’s running like clockwork; it’s when the problems come that the real leaders show themselves.

Good leadership is supported by many things, from teams to tools. Once you know how to lead and manage a project, you’ve assembled a great team, then it’s time to get great tools to help them and you. ProjectManager is a project management software that has the features you need: a real-time dashboard, online Gantt charts and tools to foster collaboration. Make a leadership decision today and try it for free with this 30-day trial .

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Effective research project leadership

Are these three statements all true?  The number of books published about leadership and management (35,000 listed on Amazon, for example) suggests there must be more to it than common sense - if so, what do you need really to know? We start this section with a very brief introduction to leadership and management, but the key truths are in the other two statements: you do need to find your own ways, and you do need to make time to live these roles well. 

Leadership or management?

Quite often these terms are used interchangeably, so that, as Alan Bryman puts it in his review of Effective Leadership in Higher Education , "...distinguishing between them becomes a semantic exercise that is difficult to apply in concrete situations."  However, is is quite possible to identify a range of characteristics and approaches in the literature on leadership and management which are broadly held to constitute some difference. Here, for example, slightly adapted from Bennis (1997) :

The important point to note is these different roles are both needed in different situations, so it is certainly not a case of management bad, leadership good.   You should think about developing skills and expertise in both roles.  

Developing your own approaches

You have to develop your own approaches to leading and managing. Associated with leadership is an extremely important concept, that of authenticity. This concept is central to  the work of Goffee and Jones who asked the question: Why should anyone be led by you? The answer they discovered was that people want to be led by someone real, that they wanted someone who was authentic. Two ways of putting this:

• "Try to lead like someone else - and you will fail."
• "Be yourself - with skill."

Which means, of course, that you have to find ways of being authentically yourself in a wide range of different situations. This is about two things really; developing awareness of what you are really like, and having the confidence to behave in a way that communicates that. 

The page on Research Leadership styles might help you to identify a way of leading that feels right for you, and finding out more about your own personality type and team role preferences can be extremely insightful and helpful. Your institution may well have someone trained in the use of psychometric tools, such as MBTI or Belbin, and talking to them could be very valuable. (Doing such exercises as a group can be a powerful way of developing both understanding and a team ethos. Talk to your local staff or organisational developers.) Look also at the section on 360 feedback , for an idea on finding out more about how others view you.

Making time for leadership and management

The confident leader or manager is not the person who displays their abilities by working harder or longer than the team, or who takes on the biggest challenges. The confident leader or manager recognises there are some high-level strategic or interface issues that only she or he can take responsibility for, but there are many tasks that can be undertaken just as well by members of the team - and there may even be members of your team who have specialist skills that you don't have (and this may be just why they are part of the team).  And they don't, in fact, have to do things better than you; they just have to be able to do them to an acceptable level. Your time is especially valuable because there are some things that only the leader can do, there won't be much time left after you've done all these.  Have a look at the page on time management for more information, and the section on Developing yourself as a PI. You will find time invested in developing your leadership and management skills will be well spent.

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The Research Whisperer

Just like the thesis whisperer – but with more money, the challenges of research project leadership: think ahead, be prepared.

Project leadership is a complex, tricky beast.

My first experience of leading a funded research project took place in 1989, in the UK. Since that time, I have been principal investigator (PI) on four projects funded by the Social Sciences and Humanities Research Council of Canada (SSHRC), and co-investigator on two others, as well as carrying out a number of institutionally funded or unfunded studies.

I would like to share what I have learned between 1989 and 2021 about what to do and what not to do as a project leader. My field is higher education, and my preference is for in-depth interview methods. My remarks apply mainly to the social sciences and to small or middle-sized projects and teams. The science model, with research groups and laboratories and multiple simultaneous grants, will present different dilemmas for PIs.

This post’s insights come not only from my own experiences but from those of participants in my current research, ‘Academic researchers in challenging times’ ( ARICT ). My colleagues and I interviewed 24 academics, mostly women, in education, social work, geography and sociology with strong research records and social justice themes in their work. In what follows, I will bypass the (important) issue of obtaining funding and go to the lesser-known challenges encountered by new PIs and others moving to more complex projects.

Complexity.

Think of your research design as set against resources, travel, time, and your teaching and administrative responsibilities. It is all too tempting to devise a complex, even beautiful, project design. You may believe that an ambitious project might be more likely to be funded; even if this assumption is true, will you be able to carry it out? Participants in the ARICT study lamented that their universities helped them get the award but provided little support once it was underway.

Collaboration.

‘Teamwork’ is an apt combination of ‘team’ and ‘work’. SSHRC strongly encourages working with master’s or doctoral student research assistants as a form of training and  collaboration . Typically, in these fields, students work part-time and come and go according to their programs and degree progress, and their ‘own research’ may be unrelated to their research employment. Some ARICT interviewees worked around this problem by setting up science-like labs and adding more students to the mix, but strategies depended on budgets and student availability: those in less research-intensive institutions had fewer choices.

ARICT participants also noted the lesser investment of co-investigators compared to PIs in projects where only one person is allowed to be the formal leader. Co-investigators, who are usually other academics, get relatively little credit, have other commitments, and do not feel the weight of responsibility that is vested in the PI. Giving ample opportunities for presentations and publications can help sustain co-investigators’ involvement. As well, senior PIs can provide coaching and support for junior colleagues to move towards leadership roles in subsequent grant applications.

Different disciplinary backgrounds within a team sometimes lead to tensions . In one of my early projects, which featured a five-person interdisciplinary team with feminist commitments, we worked together enjoyably and conducted almost 200 qualitative interviews across Canada. But we had not really talked about what to do with all that data and were unable to come to a consensus before we ran out of time (see ‘Complexity’ and ‘Clocks and calendars’). In retrospect, I could have taken a stronger leadership role, initiating earlier negotiations around data analysis. Interestingly, we have found that many PIs interviewed for the ARICT project were hesitant about identifying themselves as ‘leaders’, given the term’s masculinist and authoritarian associations.

Coordination and communication.

In the past, influenced by feminism and my personal inclinations, I remained too much in the background, while encouraging collective decisions and emergent processes. Sadly, that stance conflicts with making clear decisions, setting targets and keeping track of details. I like Sarah R. Davies and Maja Horst’s concept of caring craftwork as the task of the PI. Find a good balance that works for you and your team and be prepared to adjust your approach as necessary. It helps to have a project manager or research coordinator, even on a part-time basis, to assist with organizational matters.

Clocks and calendars.

Oili-Helena Ylijoki has distinguished between project time and process time . The former is the design on paper that moves along without complications and the latter the messy reality of the actual work. For example, obstacles in the ethical review process may cost you time and alter your plans. In the ARICT project, we needed to complete protocols in six different universities, each with their individual procedures, and then update all of them annually (on different dates), in order to be allowed to interview academics and administrators in those locations. Even without delays, it is all too easy to become so invested in collecting data that there is no time left for analysis and writing. Resist the temptation to start a new project even as the old one is incomplete.

Contingencies.

In former American Secretary of Defense Donald Rumsfeld’s words, there are known knowns and known unknowns . Known knowns might include the ethics protocol issues described above. Known unknowns refer to things we know about in a general way, but we do not know whether they will occur or their specific features. Examples can be drawn from my first and last projects. Funded for two years by the UK Economic and Social Research Council, my first project involved interviews with doctoral students and supervisors in two subject fields and three universities. Multiple ‘unknowns’ surfaced:

• the research assistant went on long-term sick leave and I was required to keep paying her;
• the transcriptionist was finishing up the typing around the time the project was due to end;
• a qualitative analysis software program, new at the time, was in the plan but it turned out that the transcripts should have been typed in a special format; and
• my departure from the university in mid-project required a new PI be appointed.

While these events were ‘unknowns’, they also reflected my inexperience, lack of mentorship and a too-short timeline.

Years later, I have taken a more thoughtful and disciplined approach to the ARICT project. Still, I cannot avoid multiple known unknowns. One co-investigator dropped out after taking on a new administrative responsibility at her university, leaving three co-investigators and two doctoral student assistants on the team with me. We have weathered the closure of a branch campus where one co-investigator worked; a promotion to a time-consuming academic administrative position for another; a move to another job and country for a third. One student graduated while the other moved to a new province and new job. Colleagues have dealt with migraines and concussions. While it could be anticipated that ‘things will happen’, their specificities are unknown. Nor could we prepare for another Rumsfeld category, the ‘unknown unknowns’: in this case the world-wide COVID-19 pandemic. Although we had completed the data collection, our travel and conference plans and our ability to meet and work face-to-face were seriously disrupted.

Conclusion.

Despite the implication that a PI can control their project progress by thoughtful practice, it is important to acknowledge structural impediments such as limited budgets, funders’ rules and competing responsibilities, as well as the contingencies that arise. While I believe that PIs’ leadership should be acknowledged and often strengthened, circumstances do not always permit clear solutions. Thus imperfection is both predictable and forgivable. The ARICT participants complained about many things, but they also expressed considerable satisfaction embedded in the project work. With some foresight and reflexivity, being a PI can be less risky and more rewarding.

Her research interests include the social production of academic research, women academic leaders and university evaluative practices. She has published Whose University Is It, Anyway? (coedited with Anne Wagner and Kimine Mayuzumi, 2008), The Realities of Teachers’ Work (1999), and Gendered Education (1994), as well as numerous chapters and journal articles.

Her current research project is ‘ Academic researchers in challenging times ’, funded by the Social Sciences and Humanities Research Council of Canada. Colleagues on the ARICT project are Caitlin Campisi, Pushpa Hamal, Michelle K. McGinn, Marie Vander Kloet and Anne Wagner. A special thanks goes to Michelle for sharing ideas on this topic.

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This is very useful. Thank you.

Thank you Melissa. Sandra

Thoughtful and cogent – a lot of accumulated wisdom in a short space! This spoke to me (and it’s worth another whole essay!): “In the past, influenced by feminism and my personal inclinations, I remained too much in the background, while encouraging collective decisions and emergent processes. Sadly, that stance conflicts with making clear decisions, setting targets and keeping track of details.”

Thanks Kathy. It’s an emotional issue, isn’t it. Sandra

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• Research Process

Research Team Structure

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A scientific research team is a group of individuals, working to complete a research project successfully. When run well, the research team members work closely, and have clearly defined roles. Every team member should know their role, and how it plays into the project as a whole. Ultimately, the principal investigator is responsible for every aspect of the project.

In this article, we’ll review research team roles and responsibilities, and the typical structure of a scientific research team. If you are forming a research team, or are part of one, this information can help you ensure smooth operations and effective teamwork.

Team Members

A group of individuals working toward a common goal: that’s what a research team is all about. In this case, the shared goal between team members is the successful research, data analysis, publication and dissemination of meaningful findings. There are key roles that must be laid out BEFORE the project is started, and the “CEO” of the team, namely the Principal Investigator, must provide all the resources and training necessary for the team to successfully complete its mission.

Every research team is structured differently. However, there are five key roles in each scientific research team.

1. Principal Investigator (PI):

this is the person ultimately responsible for the research and overall project. Their role is to ensure that the team members have the information, resources and training they need to conduct the research. They are also the final decision maker on any issues related to the project. Some projects have more than one PI, so the designated individuals are known as Co-Principal Investigators.

PIs are also typically responsible for writing proposals and grant requests, and selecting the team members. They report to their employer, the funding organization, and other key stakeholders, including all legal as well as academic regulations. The final product of the research is the article, and the PI oversees the writing and publishing of articles to disseminate findings.

2. Project or Research Director:

This is the individual who is in charge of the day-to-day functions of the research project, including protocol for how research and data collection activities are completed. The Research Director works very closely with the Principal Investigator, and both (or all, if there are multiple PIs) report on the research.

Specifically, this individual designs all guidelines, refines and redirects any protocol as needed, acts as the manager of the team in regards to time and budget, and evaluates the progress of the project. The Research Director also makes sure that the project is in compliance with all guidelines, including federal and institutional review board regulations. They also usually assist the PI in writing the research articles related to the project, and report directly to the PI.

3. Project Coordinator or Research Associate:

This individual, or often multiple individuals, carry out the research and data collection, as directed by the Research Director and/or the Principal Investigator. But their role is to also evaluate and assess the project protocol, and suggest any changes that might be needed.

Project Coordinators or Research Associates also need to be monitoring any experiments regarding compliance with regulations and protocols, and they often help in reporting the research. They report to the Principal Investigator, Research Director, and sometimes the Statistician (see below).

4. Research Assistant:

This individual, or individuals, perform the day-to-day tasks of the project, including collecting data, maintaining equipment, ordering supplies, general clerical work, etc. Typically, the research assistant has the least amount of experience among the team members. Research Assistants usually report to the Research Associate/Project Coordinator, and sometimes the Statistician.

5. Statistician:

This is the individual who analyzes any data collected during the project. Sometimes they just analyze and report the data, and other times they are more involved in the organization and analysis of the research throughout the entire study. Their primary role is to make sure that the project produces reliable and valid data, and significant data via analysis methodology, sample size, etc. The Statistician reports both to the Principal Investigator and the Research Director.

Research teams may include people with different roles, such as clinical research specialists, interns, student researchers, lab technicians, grant administrators, and general administrative support staff. As mentioned, every role should be clearly defined by the team’s Principal Investigator. Obviously, the more complex the project, the more team members may be required. In such cases, it may be necessary to appoint several Principal Administrators and Research Directors to the research team.

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Research Lead Job Description

Research lead duties & responsibilities.

To write an effective research lead job description, begin by listing detailed duties, responsibilities and expectations. We have included research lead job description templates that you can modify and use.

Sample responsibilities for this position include:

Research Lead Qualifications

Qualifications for a job description may include education, certification, and experience.

Licensing or Certifications for Research Lead

List any licenses or certifications required by the position: IATA, CSF, CRA, SAS, ALAT, EPIC, ACCA, ACRP, CCRA, CCRC

Education for Research Lead

Typically a job would require a certain level of education.

Employers hiring for the research lead job most commonly would prefer for their future employee to have a relevant degree such as Bachelor's and Master's Degree in Education, Psychology, Chemistry, Engineering, Graduate, Mathematics, Biology, Biological Sciences, Science, Computer Science

Skills for Research Lead

Desired skills for research lead include:

Desired experience for research lead includes:

Research Lead Examples

• Microsoft Word (.docx) .DOCX
• PDF Document (.pdf) .PDF
• Image File (.png) .PNG
• Optimize algorithms and research code for efficient, real-time, implementation and lead experimental and testing procedures and present findings and demos to the team and write, compile and edit technical documents
• Oversee data management for research projects
• Manage resources within study budget, working with senior staff and principal investigators, identifying standard of care versus study procedures
• Ensure Institutional Review Board renewals are completed
• Research and Data Consulting (50%) may include (but are not limited to)
• Coordinate and manage the In Vitro Screening Core pipeline for testing molecular libraries (small molecule, peptide, nucleic acids) for efficacy of against biothreat pathogens.Libraries can range from several hundred to hundreds of thousands of compounds
• Acts as Author or Co-author on research proposals, solicitations, and other vehicles to solicit financial support to meet TDC mission/portfolio objectives
• Prepare Lead Scientist Research Reports and Lead Scientist Technical Report to senior leadership by the last working day of the month
• Maintains updated knowledge of Insurance Affordability Programs and the information required for eligibility
• Work closely with a group of 30+ product managers and designers to conceive, plan and execute the CEPS software insights agenda
• 5+ years of work experience in enterprise application usability moderating (all types, particularly one-on-one), participant recruiting/screener creation, experimental design, test method selection, debriefing, facilitation, participant recruiting/screener creation, statistical/qualitative/quantitative analysis, presentations (verbal and written)
• Bachelor’s Degree in Marketing, Finance, Mathematics or Statistics required, Master’s Degree preferred
• Experience working on a network of trials a plus (including Device, Drug, Data Mining, Biomarker Discovery, ..) ***
• Track record of setting up efficient operations for monitoring
• The Coordinator will always first and foremost protect the rights, safety and well-being of human subjects involved in the clinical research
• Knowledge of existing and planned markets and market-related initiatives from the perspectives of the competition, the suppliers, the customer base and the regulatory environment
• Completes cost/benefit analysis after extensive review of new guidelines and/or underwriting requirements
• Partners with Medical team, Technical Chief Underwriter and other team members in creation of underwriting policy
• Advises and presents recommendations to leadership team, including presenting the recommendations for agreement to move forward or confirming why not to make a change
• May also work on reviewing decisions from our newly built automated decision engine to determine if the rules are accurate and where we need to make changes
• Analysis of underwriting trends including, analyzing reports on declined cases, looking for patterns by age, amount, product type, or agent
• Identifies where processes or guidelines need to be updated, completes the analysis and presents the findings
• Assists with review of early claims and surrounding process
• Participates in cross-functional team (including legal, compliance and other AOR’s) in review of new laws and determines impact to underwriting process
• Builds strong working relationships with individuals from multiple departments
• Analyze relevant processes, systems and technology and devise/implement solutions that improve organizational productivity along with adherence to underwriting guidelines
• A degree in Human Factors, Human Computer Interaction (HCI), Cognitive Psychology, Anthropology, Information Science, Social Science, or related discipline
• Knowledge of the tools, processes, and practices that describe business results in measurable scales
• A Pharm D, MD, Masters or Doctoral degree in Health Services Research (HSR), Health Economics, Biostatistics, Epidemiology, Sociology, Psychology or equivalent
• Minimum 5 years programming SQL or SAS
• Minimum 8 years of experience with administrative claims data, EHR/EMR data, or complex relational health care databases required
• Ability to convert research protocol to programming specification logically and meaningfully
• Designs and prototypes algorithms to ensure optimization results satisfy problem statements and business needs
• Develops hypotheses, approaches (i.e., analytic plans and methodologies), tools, products, and solutions to solve problems and increase profitability
• Creates and develops solutions that are new to the industry to solve short- and long-term problems and address business needs
• Provides consultation to functional partners to support the design of planning systems
• Monitors the industry to gain knowledge of hardware and software technologies, emerging technologies, and analytic techniques to ensure UPS is utilizing state-of-the-art tools
• Determines relevance and potential value of new technologies to support business objectives and strategies
• Serves as a subject matter expert on the advances in Ops Research and Advanced Analytics to translate new insights into potential opportunities for UPS
• Manages project lifecycles, including project scope, resources, schedule, development, and deployment to ensure success
• Provide PDU leadership and resource management, leveraging MCIRCC research priorities, faculty strengths, industry partners, and resources across the University
• Planning of the study
• Ability to rapidly comprehend a new system under test and direct the design of technical testing procedures that adequately test US government client performance specifications, often with only a few days or a week's notice
• Ability to design cogent performance specifications for a system under test with little operational knowledge of the system
• Experience with operating foreign signals intelligence collection equipment
• Experience with electronic diagnostics equipment, including spectrum analyzers
• Knowledge of emerging capabilities, tactical command, control, communications, computers, intelligence, surveillance, and reconnaissance, chemical, biological, radiological, nuclear, and explosives, and open and closed source market research
• Expert knowledge and understanding of standard OR analysis techniques and tools, modeling and simulation
• Organize and coordinate stakeholders’ meetings
• Preparation of a consolidated report from the research products
• Coordination of the study and its launch
• Analyze and evaluate performance and reliability of existing Censys system
• Review and research cases to bring to customer resolution using established policies, procedures and practices
• Monthly review of cases (QA) for updating of metrics
• Attend regular meetings with Customer Support management to discuss call center operations
• Act as point of contact for escalated cases
• Submit, review, and maintain ""solutions"" in the Saleforce knowledge database
• Take inbound customer calls, as needed and assist with mapping/edit issues
• Outstanding ability to express new ideas, both orally and written
• Superior ability to articulate qualitative or quantitative analysis results to support recommendations
• The ability to work both independently and as a team member, and the ability to handle multiple simultaneous tasks and deadlines
• Bachelor’s Degree in Finance or Accounting or equivalent work experience is preferred
• Must have a minimum of 3+ years of experience in banking operations, preferably in a transaction services operation or in a high-volume, deadline-oriented service environment
• Must have practical knowledge and experience with standard Accounting principles and practices
• Develop analysis plans and implement appropriate modeling techniques to answer complex business questions
• Carry out analysis in collaboration with the PMO streams to support EU HR projects and initiatives
• Participate in planning and design of research
• Provide expert level consulting to HR and business leaders to develop appropriate reports, metrics and research
• Leading a small team of one Research Analyst or Research Scientist and one or two interns
• Collect and manage research data and conduct analysis of data
• Manage and accountable for the daily center operations, ensuring on-time completions to meet research and business needs
• Plan, organize, and direct research operations to ensure the most effective use of assets while meeting research/business objectives
• Manage research operations through subordinate staff that have full accountabilities for their respective area(s)
• Coordinate the research center leadership team meetings by developing agendas, schedules, and ensuring appropriate follow-ups
• Must have a thorough understanding of general ledger accounting and settlement process from the financial institution’s perspective
• Must have extensive knowledge of Reconcilement Pro (ReconPro) and procedures and reports used for reconcilement and settlement
• Must have knowledge of retail banking services functions, item processing, and the technology that supports those business lines
• This position requires the ability to research, analyze and resolve processing issues and/or concerns
• This position requires the ability to adjust priorities quickly and manage all priorities effectively
• Must be proficient in using Windows and Microsoft software products

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Table of Contents

Project management leader overview, project leader roles & responsibilities, project leader skills, project leader salary, choose the right program, train to become a project leader today, project leaders: roles, responsibilities, salaries, and skills.

Effective project management relies on a healthy foundation of project management leadership . With so many moving parts and often large numbers of team members with diverse professional backgrounds, strong leadership plays an essential role in moving the workflow in the right direction. 

Adding project management leaders to your project management team can be the difference-maker in achieving a highly productive and happy work environment.

Simplilearn's PMP Certification makes it easy to begin your career as a Project management professional. Enroll now to get started.

Though often mistaken for project managers, project management leaders hold an essential role within an organization. Much like project management officers and project coordinators' roles , project leaders work in conjunction with project managers to ensure goals are met.

Let’s take a closer look at a project leader's responsibilities, required skills, and salary expectations for 2021 and beyond.

It’s easy to confuse project leaders with project managers. Depending on organizational structure, managers' and leaders' roles and responsibilities may overlap to some extent. 

Regardless, there’s a key difference between the two roles. While project managers are focused on the bigger picture — project deadlines, managing schedules, and progress reports — project leaders are on the ground motivating the project’s team. 

An expert within their field, a project leader can effectively make plans that support project goals and lead their team to perform efficiently. An exceptional project leader is receptive to the feelings of their team members. They work diligently to keep their team engaged, motivated, and focused on the task at hand. 

A successful project manager will inspire their team, encourage creativity, and foster a collaborative work environment to exceed project goals.

A project leader’s responsibilities will vary based on the company, industry, and even project management role structure. Here are some common responsibilities:

• Work with departmental heads, managers, and other stakeholders to develop team goals and delegate tasks to the appropriate team member
• Develop team schedules and assist in the successful onboarding and training of team members
• Create and communicate a clear list of expectations and goals for team members to follow
• Offer emotional support to project team members and make people feel valued
• Maintain frequent communication to offer encouragement, amend tasks, and provide updates on goal progress
• Implement incentives to keep the team motivated and focused on their daily tasks project goals
• Provide frequent feedback on employee performance, address weaknesses or inefficiencies, and offer support to improve skill gaps
• Nurture collaboration amongst team members
• Create a workspace that encourages creativity and innovation to get the most out of the team
• Quickly and effectively resolve team conflicts
• Write project reports as necessary
• Reward team members for their continued efforts and celebrate accomplishments

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I wanted to transition into the Project Management field and wanted the right opportunity to do so. Thus, I took that leap forward and enrolled in this course. My learning experience was fantastic. It suited my learning style.

A project management leader has a unique set of skills that provide the tools needed to lead their team successfully. Required hard skills will be specific to the industry and may include project management platforms, industry knowledge, or relevant licensing.

There are, however, a number of soft skills that help with a project leader’s responsibilities, including the following:

Team Management

The bulk of a project leader’s responsibilities rely on effectively managing their team. To achieve project goals, leaders must establish a team of individuals with the right skill sets and encourage collaboration. Successful team management involves teamwork, goal setting, and regular performance reviews.

Communication

Strong communication is an essential project management leader skill. To effectively convey ideas, or direct a team of employees, leaders should promote and facilitate communication. 

Project leaders should be focused on actively listening to their team. Understand team members’ concerns and feedback and work to rectify any issues to avoid disruptions to productivity. 

Conflict Resolution

When a diverse group of individuals work within close proximity, conflict is often inevitable. However, nothing quite hinders productivity than team friction. Project leaders must swiftly recognize emerging conflicts and work to de-escalate any tension or disputes among team members. A work environment should be harmonious for all team members to thrive.

Team Leadership

The position title of project leader is one major indicator that leadership is the most critical skill required for success in the role. Project management leaders must work without biases to ensure all team members are treated equally. Leadership requires a combination of conflict resolution, team management, and communication. Set goals that are in line with project requirements and provide the team with the necessary tools to achieve them.

Organization

Strong organizational skills are crucial to creating and keeping deadlines, delegating tasks, and making effective schedules for their team.

Critical Thinking

Finding creative solutions, anticipating potential roadblocks in productivity, and overcoming obstacles are typical challenges faced by project leaders. A good project leader possesses strong critical thinking skills that empower them to achieve success no matter the situation.

Time Management

Although primarily focused on leading their teams, there are still deadlines that project leaders must ensure are met. Project management leaders must understand the capabilities and skill levels of the team and strong time management skills to ensure all tasks are completed efficiently.

A project leader salary can range from $49,000 to $120,000 annually with an average annual salary of $81,756 .

In addition to the salary, additional compensation may include annual bonuses and options for profit sharing. Common health benefits may include medical, dental, and vision.

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Program Name PMP® Certification Training Course PMP Plus Post Graduate Program In Project Management Geo All Geos All Geos All Geos University PMI Simplilearn University of Massachusetts Amherst Course Duration 90 Days of Flexible Access to Online Classes 36 Months 6 Months Coding experience reqd No No No Skills you wll learn 8+ PM skills including Work Breakdown Structure, Gantt Charts, Resource Allocation, Leadership and more. 6 courses including Project Management, Agile Scrum Master, Implementing a PMO, and More 9+ skills including Project Management, Quality Management, Agile Management, Design Thinking and More. Additional Benefits Experiential learning through case studies Global Teaching Assistance 35PDUs Learn by working on real-world problems 24x7 Learning support from mentors Earn 60+ PDU’s 3 year course access Cost $$ $$$$ $$$$ Explore Program Explore Program Explore Program

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The course focuses on quality and risk management, delivering the best results, understanding strategy, and implementing best practices in any project.

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How to Lead a Research Team in 4 Steps

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Despite talent management in research being  the greatest driver of research success , researchers are seldom taught how to lead a research team well.

In fact,  research from the Wellcome Trust  where over 4,000 scientists were surveyed, reveals that while 80% of lead researchers say they have the skills to manage a diverse team, less than half of research leaders have had any management training.

Successfully implementing talent management practices in a time-sensitive laboratory environment can be complex and  remains a key area in need of improvement even for industry leaders  in the scientific field.

However, when leaders do rise to the challenge, they can generate an environment of continual improvement, increased efficiency and greater satisfaction.  In this article, I’ll outline 4 key steps, inspired by Psychologist Bruce Tuckman’s notorious  theory of group development .  Expect to find: 

• 4 steps to successful leadership
• Research and insights on laboratory leadership
• Key skills information for research leaders

Four key steps to leadership success

Step 1 – form a vision and set your strategy.

While mission statements involve describing the purpose of your research itself, a vision statement should outline the project’s full trajectory while staying connected to the mission. 

Your wider strategy and vision statement should include details around:

• Staff career plans – understanding your team’s ideal career trajectory will enable you to better share opportunities and responsibilities.
• Timelines for the project – clarifying clear timelines from the start can improve your chances of gaining additional funding.
• Communication channels – find reliable ways to maintain communication, ideally through weekly updates.
• Financial goals – aim for any additional funding opportunities from the project’s outset.
• Approach to work-life balance – understanding your team’s need for a work-life balance will help shape the trajectory of the project, and timelines, by setting realistic goals
• Development opportunities – describe any additional training and development opportunities that are available over the course of the project
• Enabling innovation – foster a creative environment from the outset, creating a psychologically safe environment where people can suggest new ideas.
• Building connections – collaboration can open up a wealth of opportunity and resource.

Vision statements should be a collaborative affair, where your team contribute their perspectives to shape a realistic and meaningful vision for the project. 

A strong research vision describes the unique way a challenge will be addressed in context of its wider societal, environmental or even industrial impact.

Syngenta  accomplish this with the vision statement below:

“Our vision is a bright future for smallholder farming. To strengthen smallholder farming and food systems, we catalyze market development and delivery of innovations, while building capacity across the public and private sectors” Leadership tip:  While creativity is often regarded as key to research culture,   75% of researchers believe it’s being stalled.  Overcoming this takes conscious action, and psychological safety.  Google’s research  shows that psychological safety is one of the greatest drivers for successful teamwork. Leaders can achieve a more innovative, and successful team culture by showing concern for wellbeing alongside success. 

Step 2 – Bridge communication gaps and work through the challenges

Once you’ve successfully set up the vision and strategy behind your project, your attention can shift onto working through the challenges that arise and bridging any communication gaps that emerge. Your focus as a leader should be on promoting learning and providing the constructive feedback needed to help your team turn mistakes into lessons learned. 

When faced with a hurdle, consider additional training where skills are insufficient, and stay committed even if the project isn’t going at the pace you expected.

Leadership tip:  It’s also important to practice self-awareness and identify whether any research challenges could be down to your leadership style. If you don’t find your leadership style to be driving your team’s motivation, be prepared to change up your approach.  Research  shows you can do this by asking ‘what’ you can do to change, rather than focusing too much on ‘why’ your approach wasn’t successful. 

Step 3 – Sustain performance

Now your project has overcome its growing pains, it’s likely that productivity has increased and that you’re looking for ways to keep that momentum going. 

Emphasising project ownership and accountability is integral at this stage and can help  sustain motivation and commitment  to the research. As the research continues, it’s important to leverage communication channels, and keep conversations and ideas flowing – doing so, will better enable problem solving if further issues do arise. 

Your responsibilities will largely shift at this point to monitoring:

• Time  – the time it takes to complete projects, as well as the time the team are spending in the lab.
• Money  – how finances are progressing, and whether further resourcing may be required.
• Quality of work  – the quality of work should take a greater focus over the quantity of work, although both are important.
• Work-life balance  – refer back to the vision for the project; is the same work-life balance being maintained?
• Burnout  – monitor employee wellbeing and try to identify signs of employee burnout early.

Leadership tip:  To maintain productivity, it’s important to move away from a competitive culture.  78% of researchers think that high levels of competition in the laboratory have created unkind, and aggressive conditions . Celebrate achievements and consider how you can help encourage team growth and development rather than focusing on a competitive environment.

Step 4 - Prepare for wrap-up

As the project draws to a close, your role as a leader should shift on to developing your team member’s career beyond the project. You can refer back to your project vision, as well as actively communicate with your wider team to ensure that every member is accessing the opportunities that they need to transition to their next research project and role.

You could organise a final event for the team to celebrate personal achievements alongside overall team achievements to close the project in a positive way.

Leadership tip:  Establishing a successful offboarding process as a leader is crucial to maintaining a strong network with wider research teams, even after project completion. 

Skills breakdown:

Key skills Research Managers require to  achieve laboratory success  are:

• Self-awareness
• Time management
• Accountability

Looking for resource support?

At  Synergy , we provide specialist teams that boost laboratory capability, potential and efficiency from within. (www.srgtalent.com/clients/our-services/synergy-scientific-solutions) 

Our links with SRG’s expansive talent networks mean we can source, manage and develop teams on behalf of our clients across the clinical and biotech industries.

Want to learn more? Get in touch with our team at:  [email protected]  

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What is a project lead? Role and strategies of project leader

There are so many different roles in project management that it’s easy to get confused about them: project manager, project lead , team leader… the titles are so many that it can become hard to understand precisely what are the responsibilities and required skills of a precise role.

In this article, we’d like to help bring some clarity to the matter by focusing on the project lead . This is a role that too often gets confused with the project manager’s; for this reason, we want to discuss what the project lead is and does, what are the required skills and responsibilities, and how this role is different from the one of the project manager.

We are also discussing the new challenges that the project lead needs to face during these times when more and more project management processes are migrating online and remotely. At the end of the article, we’re also providing you with an important tip on how to make your life as a project lead easier by using the proper software tool.

So, without further delay, let’s dig deep into everything you need to know about project leads.

The role of the project lead: what is it?

A project lead is someone who has a role of responsibility and coordination inside the project team, but they always report to the project manager. The project lead’s responsibilities are the following:

• they communicate regularly with the team members coordinating their daily or intermediate tasks with the main goal. they are also there to provide context and support to the entire team.
• they are responsible for the team, meaning that they make sure that the team remains focused and on track. Very often, the project lead is the one who addresses conflicts and helps resolve them.
• they offer support to the team. Sometimes, the support the project lead needs to provide is emotional and motivational. They are responsible for creating a workplace atmosphere that helps bring the best out of every member of the team.

As you can see, it’s no surprise that the role of the project leads gets confused sometimes with the project manager’s. After all, the two roles often overlap.

However, it’s important to know that the two roles are not the same. Ignoring this important difference could affect the project in a negative way and lower its chances of success. As author and project management expert Jim Highsmith wrote in his book Agile Leaders, “most projects are over-managed and under-led”.

To increase the efficiency of your project management strategies within your company, it is therefore highly important that you understand the role of the project lead, understand the difference with the role of the project manager, and then assign the related responsibilities. 

What is the difference between the project lead and the project manager?

One of the best ways of understanding what the project lead is and does is by addressing the difference between it and the role of the project manager.

As we’ve already listed the responsibilities of the project lead, let’s move on to listing the ones of the project manager:

• the project manager is responsible for implementing the project strategies, including prioritization and budgeting;
• the project manager assigns specific resources to each specific task. They are, therefore, responsible for staffing;
• the project manager is the one who sets deadlines and makes sure that the project remains on schedule;
• the project manager is also responsible for communication with all the stakeholders (superiors, clients, investors, and more…);
• the project manager is responsible for all the documentation related to the project.

As you can see, there are similarities between the two roles because they are both roles of responsibility and both figures are important points of reference for the entire team. However, their responsibilities are different: if you pay attention, you can notice how the project manager is focused on the technical aspects of the project – budgeting, staffing, schedule, documentation… – while the project lead is more focused on the people – coordination, motivation, resolving conflicts…

In the hierarchy of project management roles, the project manager is higher than the project lead because it is the second that reports

The importance of project leads

We’ve stated that the project lead focuses on the people and… are not project teams made of people? When Jim Highsmith writes that too often projects are over-managed and under-led, he means that too often project managers underestimate the importance of motivation and purpose within the team.

Project leads are the ones who focus on all those aspects that hold a team together and guide the project to be successful.

Without the project lead, the project manager risks being very precise in all the technical aspects of their job but ignoring that deadlines are respected by teams that work well together, know what they have to do every day, and know how the small task they are performing is related to the main goal of the project. This is why the project manager needs the project lead.

Can the project manager also be the project lead?

The project manager can also be the project lead. This makes them project managers who understand the importance of the project lead and its role and do not underestimate those types of responsibilities in their job.

However, being the project manager and the project lead at the same time can be easy for small projects, but as projects become more and more complex, it is recommended to assign a second person (or more than one person) with the role of the project lead.

It is also worth mentioning that, very often, project leads are future project managers: being a project lead doesn’t require the same expertise as the project manager. However, it’s still a role of responsibility that can prepare me for taking up even bigger responsibilities as a project manager.

Project lead and remote work: new challenges

As you can learn from this article, the job of the project lead can be challenging but it becomes even harder when the project is managed remotely. The job of the project leader is very focused on communication, relationship, and observation: how can they do their job when there is no direct and physical contact with and between team members?

As we’ve already mentioned, it is important that the project lead goes beyond the surface of things. When it comes to remote work, the project leader needs to apply the skills we’ve described just like they’d do with traditional in-person working processes. The way you apply those skills, however, may change. 

For example, when you work in an office full of people you can notice that a particular team member is late with their work and they are not likely to meet their next deadline. This isn’t something that you can notice when the team member is working from home or another location. When working remotely, you need to change your mindset and find new ways to perform your task. In the example we’ve just made, you’ll need to find ways that your team members stay on track with their tasks: you could send periodic messages asking them to inform you about their work or even show you what they’ve done; you could set up milestones so that you can address very early when someone is struggling to respect the schedule and so on…

Importance of project lead in remote working

When a team is spread through different locations the role of the project lead is even more important. This is simply because each team member would be more isolated and it would be more difficult for them to stay motivated, don’t lose sight of the main goal while they’re performing smaller tasks, being coordinated between themselves and with other teams working on the same project.

The role of the project lead in the case of remote working is key to keeping the team united and helping the members stay on track. It is also important as a connection between the team and the project manager and the stakeholders.

Remote project lead: tips and strategies

In this paragraph, we are providing you with some tips, and some actions that you can put into place today, to improve as a project leader.

1- Create online resources

The process of continue asking and provide answers, when managed remotely, can become time-wasting and tiring. As a project lead, you can create online resources accessible to the entire team at any moment.

This way, the team will always feel supported while you can dedicate your time to other aspects.

2- Clear goals

Having clear goals is the mantra of all project managers and leaders, but when you work remotely it all becomes even more important. It’s very easy when any member is working from a different location, to lose sight of the main goal or get confused about it.

Make clear goals and clear milestones and share them in the most efficient way: you could communicate them during a virtual meeting and create an online resource so that they are always available for the team.

3- Invest in the right tools

The right software tools can help you put into practice the tips just described very easily. For example, sharing resources online, and creating dashboards and schedules… it is all a lot easier when you can count on a software tool specifically designed to provide you with these features. As we’re discussing at the end of this article, Voice Ping 2.0 is the most recommended.

4- Video-call coffee breaks

Knowing your team is important but when you set up a team remotely it becomes harder. You need to find ways to get to know the people you are working with. One of these ways could be video-call coffee breaks during which the team members can meet virtually in a video call and talk and simply get to know each other. And you’ll get to know them.

5- One to one meetings

One-to-one remote communication is usually handled via instant chats, however, sometimes a video call is more effective. Choose video calls over instant chats when you want to make sure the message is provided clearly, when you want to provide motivation, or when you need to understand issues that may depend on emotions or mental states.

Things to avoid when leading a project remotely

When the team is working remotely you can physically check that anyone is doing their job. Don’t try to control your team with other methods (for example, don’t ask them to leave their camera on!). Control creates stress and an uncomfortable environment.

Instead, enhance autonomy and trust. Any team members should feel responsible for the work they need to do. This happens when they feel part of the project, when they are involved in the decision-making, and when they are rewarded for their efforts.

2- One-way communication

When you don’t have your team members in front of you it becomes easy to fall into a one-way communication: one where you communicate what needs to be done and how and team members have no chance to reply.

You should avoid this: you should always remain open to suggestions and feedback from your team members.

This can depend a lot on the software you are using: use communication tools that allows two-way communication between your team and you.

3- Forget to celebrate success

It’s easy to celebrate a good job when we are all working in the same office. But when you are working remotely it becomes very easy to underestimate this aspect and forget about it. Celebration and rewards are, instead, important to maintain the team’s motivation high.

You can celebrate success during video-call coffee breaks (that we’ve mentioned above) or be creative and find other ways.

Remote project lead: essential skills

There are some skills that are essential to any project lead, whether they are working inside an office with their team members or remotely behind a computer. In this paragraph, we have summed up the most important ones.

1- Conflict resolution

Sometimes, conflict is responsible for project failure: when the team doesn’t work well together, productivity is affected, deadlines are not respected, quality is affected, and so on…

Often, conflict isn’t something that the project manager can address, and even less resolve. A good project lead is, instead, capable of preventing, addressing, and – when needed – resolving conflicts.

Conflict is not always an argument between team members and different teams. Sometimes, conflict can be born because two teams work independently and they got out of sync with each other. 

The project lead always needs to step in in this case and coordinate the two teams accordingly to the project requirements.

2- Servant leadership

Project leads need to be servant leaders meaning that they need to put themselves at the service of individuals. Project leads need to be less focused on the company’s interests, and more on the needs of the individuals that work for it.

What makes a good servant leader? Listening. A project lead needs to gather feedback from all the different teams and make adjustments according to it.

3- Motivation

In every project, especially complex ones, there is a moment where the team shows signs of discouragement and sometimes even burnout: maybe they receives feedback that was different from the expectations, maybe stakeholders have requested some changes, maybe the day-to-day tasks have made the team members lose track of the main goal…

Whatever the case, it’s important that the project lead is able to read the signs and implement strategies to make the team stay on track and inspired. This is why motivation is one of the soft skills required to project leads: not only do they need to stay motivated, never losing track of the main goal, but they also need to understand the psychology of motivation so that they can intervene with the team and help the members stay inspired.

There are a lot of strategies that can help a team stay motivated: the job of the project lead is to understand what are the practices that have an impact on the team’s ability to feel good and get things done.

4- Communication

Among so-called soft skills, communication is probably the most important when it comes to project leading, because – as we’ve mentioned – the work of the project leader is focused on people.

Communication is key in the work of the project lead because, on one hand, they make the team work together towards the projects’ goals, on the other, they are intermediaries between the stakeholders and the team. 

The project leads not only needs to have effective communication, being able to transfer knowledge and information clearly and quickly, but they are also required to be transparent, confident, trustworthy, and focused. These are qualities that can help improve your communication as a project lead; let’s discuss them in deeper detail:

• transparency: the project lead needs to be open and honest about anything that is going on with the work. Avoid hidden agendas and always be clear about issues, problems, or outcomes.
• trustworthiness : the team needs to trust you as a project lead. The best way of being seen as trustworthy is by always putting your words into action.
• confidence : everyone who is involved in project management wants the project leader to be confident. Team members, stakeholders, clients, and the project manager all need to rely on a confident project lead. To improve your confidence, always use clear language, be direct with your suggestions, and be honest and open with your feedback.
• focus : the project lead needs to guide the team even and especially when it is under pressure. Not all projects go as planned: while the team members can afford to panic and lose track of their goals and motivation, you as a project leader can’t. Cultivate your focus and stability to make sure that you can remain lucid and guide your team in every circumstance.

5- Problem-solving

A soft skill that both the project manager and the project lead need to have is problem-solving. But problem-solving isn’t only the ability to solve problems when they occur: it is the ability to foresee issues and risks and prevent them, the capacity of breaking down a complex problem into smaller and more manageable chunks. The project lead, furthermore, is required to implement a solution that can satisfy not only the team but also the stakeholders involved.

Addressing issues is only a part of the project lead’s job. What is a good problem-solving attitude for the project leader? Let’s answer with an example: there is a team member who is struggling to meet deadlines.

First of all, in this case, a good project lead won’t wait for the deadline, which is not met, to criticize the team member and then find solutions. He or she needs to intervene at an earlier stage: if the project lead realizes that the team member is struggling, he or she soon needs to ask why and provide help so that the deadline can be met. Sometimes, the help required is just some motivation; sometimes, the team member would need the help of a second person; sometimes, the project lead may discover that the deadline they set was just too unrealistic.

In one word, the project lead needs to go beyond the surface of things and issues.

How to make your life as a project lead easier with VoicePing 2.0

In project management, we’re always trying to find ways to improve our and our team’s workflow. In the case of remote project leading, however, a software tool like  VoicePing 2.0  makes your work possible .

When you are leading a project remotely, your job can become very challenging unless you can rely on a software tool that makes communication and collaboration easy and immediate. VoicePing 2.0 does more than that: it provides a virtual environment that all people involved in the project can share; it enhances communication and productivity but it is also effective in keeping motivation high.

VoicePing 2.0 is a desktop software tool specifically designed to help project managers and project leads manage their teams and workflow remotely. This tool is a virtual place that can recreate a virtual office and that provides features meant to manage multiple processes at the same time.

These features are scheduling, communication, timeline, and collaboration features that simplify the process of working together on the same project from different locations.

VoicePing 2.0 ease the job of the project lead and also one of any team members: every team member can rely on VoicePing 2.0 to check deadlines, communicate with other team members or with the project lead or manager, collaborate on the same document or file, participate to meetings and so on…

VoicePing 2.0 brings all the tools you need during in-person project lead in a virtual environment, mimicking the physical world but providing advanced tools to enhance productivity and collaboration. 

In this article, you’ve learned what is the role of the project lead and how it is different from the project manager. We’ve also described what are the skills required to a good project leader.

With remote working, which is becoming more and more popular these days, the role of the project lead is becoming more challenging and, at the same time, far more important. It’s important that every project leader find ways of migrating the skills and performance they’d do in person in a virtual environment. The most effective way of doing so is by relying on an advanced software tool like VoicePing 2.0 that creates a virtual office that anyone involved in the project can share.

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Law-Related Education With a Developmental Design

Project LEAD has been proven effective.

A team of researchers conducted an evaluation of the program to gauge its impact on students’ knowledge and attitudes about the legal system, as well as Project LEAD’s capacity as a delinquency prevention model.

The results of the study showed that Project LEAD students gain important “protective factors.” Project LEAD gives students the skills and experience to evaluate challenging situations and make good decisions. The program also helps students gain an understanding of the legal system and the reasons behind laws.

The Project LEAD evaluation was conducted by academic researchers with experience in civic and law-related education studies.

The study used a quasi-experimental design:

• Pre and post testing of students using validated items
• Matched comparison/​intervention groups
• Teacher interviews
• Facilitator interviews
• Student interviews and assessments of problem-solving/decision-making skills

The evaluation covered several areas:

• Student outcomes
• Satisfaction of teachers and facilitators with Project LEAD
• Fidelity of implementation
• Practices that could be attributed to student outcomes

Project LEAD provides:

• Protective factors that decrease students’ propensity to become involved in negative and illegal activities.
• An increase in students’ knowledge about the legal system.
• Confidence in their own decision-making capacities.
• Attitudes about the legal system.
• Attitudes about authority.

Key Practices Embedded in Project LEAD:

Active learning strategies are incorporated throughout the curriculum.

• Students participate in discussions with facilitators and peers about issues that matter to them.
• Students form bonds  with adult role models from the legal field.
• Lessons focus on refusal skills , which have been proven to be an effective approach to resisting peer pressure.
• Students learn how the law and legal system apply to contemporary issues , including respect for diversity, consequences of illicit drug use and anti-bullying.
• The curriculum culminates with a scripted mock trial, when students practice taking part in democratic processes through simulation and role-play activities.

WHAT'S PROJECT LEAD ABOUT?

Interactive instruction.

Active learning about the law and legal system

MEANINGFUL DISCUSSIONS

Opportunities for students to discuss issues that matter

REFUSAL SKILLS

Inclusion of solid refusal skills as opposed to “just say no” messaging

CONTEMPORARY ISSUES

Opportunities for students to explore contemporary issues

TRUSTING RELATIONSHIPS

Positive role models from the legal field

DEMOCRATIC PROCESSES

Role-play activities related to democratic processes

Students participate in discussions with facilitators and peers about issues that matter.

Project LEAD lessons present many opportunities for students to discuss issues that are relevant to their own lives. It is important for students to engage in discussion because it teaches invaluable life skills, such as speaking and listening, the ability to have civil discussions about controversial issues, perspective and respect for diversity and critical thinking. Students receive immediate feedback from facilitators, who are interested in what students think and have to say. For students who struggle with reading and writing, discussion provides a way for them to demonstrate what they know. When students make connections between a lesson and their own lives, it dramatically increases their knowledge of the content and promotes desired dispositional outcomes.

Students practice taking part in democratic processes through simulation and role-play activities.

Project LEAD students learn about democratic processes and gain perspective as they take on the roles of attorneys, judges, jurors and others associated with the criminal justice system. Learning about democratic institutions and processes increases students’ civic content knowledge. According to research in civic education, when young people have a deeper understanding of law-related content, they are more likely to develop positive attitudes about law, authority and the legal system and less likely to become involved in illegal activities. Law-related education simulations and role plays, like those in Project LEAD, also open students’ minds to possible professions in the field.

Students learn how the law and legal system apply to contemporary issues.

Project LEAD provides lessons on contemporary civic issues that are relevant to young students. In the lessons, students choose how to address hypothetical bullying situations, learn about consequences of illicit drug use and read scenarios that depict instances of prejudice, stereotyping and discrimination. Students learn about specific laws that protect people from discrimination because of race, sex, religion, etc. Lessons include activities that help students develop responsible decision-making and other critical-thinking skills, which can help to reduce risky and delinquent behavior.

Students form bonds with adult role models from the legal field.

Years of research in law-related education illustrate the valuable impact that “outside resource people” have on increasing student knowledge and positive dispositions. One important protective factor in delinquency prevention is the establishment of productive relationships between students and adults, particularly those from fields of authority like prosecutors. Through Project LEAD, students learn that there are many people who care about them and want to see them lead successful lives.

Lessons focus on refusal skills, which have been proven to be an effective approach to resisting peer pressure.

Project LEAD lessons provide many opportunities for students to develop problem-solving skills, perspective and reasoning. The lesson on refusal skills is critical and takes place more than halfway through the curriculum so that students have already practiced certain critical-thinking skills, and more importantly, reached a comfort level with the facilitators.

Studies in substance abuse prevention have demonstrated that young people are better equipped to cope with peer pressure when they have learned and practiced refusal skills rather than having been taught to just say no. Youths are more susceptible to caring more about what others think about them than considering the consequences of negative behaviors. Refusal skills are comprised of responses students can use in typical peer pressure situations, giving them a way out of becoming involved in risky or illegal activities while keeping what they perceive as dignity.

The methods used to teach about the law and legal system matter. Students must be active, rather than passive, learners. Each Project LEAD lesson integrates interactive methods since lecture-based instruction does not yield the same results. Students learn important concepts about the criminal justice system like “reasonable doubt,” through performing plays, working in groups and conducting a mock trial. According to research in civic education, when young people have a deeper understanding of law-related content, they are more likely to develop positive attitudes about law, authority and the legal system and less likely to become involved in illegal activities.

For more information about Project LEAD or if you experience technical difficulties using this site, please contact us at the Los Angeles County District Attorney’s Public Affairs Division. (213) 257-2960  or [email protected]

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Posted: 31-May-24

Location: Cambridge, Massachusetts

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Position Title:  HQI Executive Director Req ID:  65382BR School or Unit:  Faculty of Arts and Sciences Description:   Job Summary The Faculty of Arts and Sciences (FAS) and the John A. Paulson School of Engineering and Applied Sciences (SEAS) seek an Executive Director to play a leading role in the Harvard Quantum Initiative, a multi-disciplinary research initiative that aims to help scientists and engineers make new discoveries and develop new quantum tools and technologies. In close collaboration with the Faculty Co-Directors, the Executive Director will develop, communicate, and implement the Initiative's strategic vision; build and sustain dynamic strategic relationships with the local and national quantum ecosystem; partner with FAS, SEAS, and the Development Office to raise funds; help coordinate and write programmatic grant proposals; while fostering a vibrant and innovative community of scientists and engineers across the FAS, SEAS, and the University. The Executive Director will also serve as the chief operating officer of the Initiative and will oversee its financial, human resources, and operational functions. Position Description • In consultation with the Faculty Co-Directors and Faculty Executive Committee, develop and implement the short-, medium-, and long-term strategic plans and identify potential roadblocks that might impede their execution. • Serve as an expert source of information and the primary point of programmatic contact for faculty and other program participants who constitute the internal and external stakeholders in the Institute's work. • Forge, strengthen, and sustain connections across the local area and national quantum ecosystems. • Contribute to the identification and prioritization of new opportunities related to fundraising from corporate, government, and philanthropic sources, to be accomplished in collaboration with the Alumni Affairs & Development (AAD) Office to build long-term support for the Initiative. • Oversee all operational areas including finance, human resources, IT, space management, program development, etc. including managing, motivating, and inspiring a team of programmatic and administrative staff. • Oversee the Education Director and their work in the development, growth, and execution of the Institute's educational programs, including the Quantum Science and Engineering PhD program and undergraduate programs. • Help coordinate and write grant proposals including education/training grants, center grants, equipment grants, and other HQI-centric programmatic grants. Support grant project execution for funded proposals. • Support Harvard's commitment to broadening the diversity of participants in STEM fields. Basic Qualifications

• Ph.D. in Physics or related Scientific or Engineering area of expertise, and
• 10+ years' experience in research/scientific environment, with
• 5+ years' administrative leadership experience.

Additional Qualifications and Skills • Broad scientific/engineering background with the ability to effectively communicate and interact with scientific audiences. • Ability to foster and manage strong, successful working relationships with a broad constituency of faculty, students, post-doctoral fellows, administrators, funding agencies, etc. • Demonstrated ability to successfully manage a program of similar scope and complexity. • Strong operational management experience including strategic planning, finance, and fundraising. • Demonstrated experience in scientific writing. The effectiveness in writing grant proposals will be considered favorably. • Prior experience with the implementation of grant-funded research is beneficial. Working Conditions • This is a full-time position with flexible hours. The selected candidate will need to be on campus. Any remote work must be performed in a state where Harvard is registered to do business (CA, CT, GA, IL, MA, MD, ME, NH, NY, NJ, RI, WA, VT, and VA). • The health of our workforce is a priority for Harvard University. With that in mind, we strongly encourage all employees to be up-to-date on CDC-recommended vaccines. Additional Information

• We regret that Harvard University is unable to provide work authorization and/or visa sponsorship for this position.
• All formal offers will be made by FAS Human Resources.

About Us We are committed to cultivating not only the diversity of our faculty, staff, and students but also in developing an inclusive culture that is vibrant, engaging and encouraging of innovation as well as intellectual debate. We believe creating and maintaining an inclusive workplace allows employees from all backgrounds and walks of life to achieve their fullest potential. We also believe an inclusive culture is one that accepts, values and views as strength the difference we all bring to the workplace. Benefits We invite you to visit Harvard's Total Rewards website ( https://hr.harvard.edu/totalrewards ) to learn more about our outstanding benefits package, which may include:

• Paid Time Off:  3-4 weeks of accrued vacation time per year (3 weeks for support staff and 4 weeks for administrative/professional staff), 12 accrued sick days per year, 12.5 holidays plus a Winter Recess in December/January, 3 personal days per year (prorated based on date of hire), and up to 12 weeks of paid leave for new parents who are primary care givers.
• Health and Welfare:  Comprehensive medical, dental, and vision benefits, disability and life insurance programs, along with voluntary benefits. Most coverage begins as of your start date.
• Work/Life and Wellness:  Child and elder/adult care resources including on campus childcare centers, Employee Assistance Program, and wellness programs related to stress management, nutrition, meditation, and more.
• Retirement:  University-funded retirement plan with contributions from 5% to 15% of eligible compensation, based on age and earnings with full vesting after 3 years of service.
• Tuition Assistance Program:  Competitive program including $40 per class at the Harvard Extension School and reduced tuition through other participating Harvard graduate schools.
• Tuition Reimbursement:  Program that provides 75% to 90% reimbursement up to $5,250 per calendar year for eligible courses taken at other accredited institutions.
• Professional Development:  Programs and classes at little or no cost, including through the Harvard Center for Workplace Development and LinkedIn Learning.
• Commuting and Transportation:  Various commuter options handled through the Parking Office, including discounted parking, half-priced public transportation passes and pre-tax transit passes, biking benefits, and more.
• Harvard Facilities Access, Discounts and Perks:  Access to Harvard athletic and fitness facilities, libraries, campus events, credit union, and more, as well as discounts to various types of services (legal, financial, etc.) and cultural and leisure activities throughout metro-Boston.

LinkedIn Recruiter Tag (for internal use only) #LI-CM1 Department Office Location:  USA - MA - Cambridge Job Code:  361061 Administrative Manager Job Function:  General Administration Work Format:  On-Site Sub Unit:  Sciences Salary Grade:  061 Department:  Harvard Quantum Initiative Union:  00 - Non Union, Exempt or Temporary Time Status:  Full-time Pre-Employment Screening:  Credit, Criminal, Education, Identity Schedule:  35 hrs/wk, Monday - Friday Commitment to Equity Diversity Inclusion and Belonging:  Harvard University views equity, diversity, inclusion, and belonging as the pathway to achieving inclusive excellence and fostering a campus culture where everyone can thrive. We strive to create a community that draws upon the widest possible pool of talent to unify excellence and diversity while fully embracing individuals from varied backgrounds, cultures, races, identities, life experiences, perspectives, beliefs, and values. EOE Statement:  We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, gender identity, sexual orientation, pregnancy and pregnancy-related conditions, or any other characteristic protected by law. Apply Here PI241615758

Announcing the 2024 Lustgarten Equity, Accessibility, and Diversity (LEAD) Project Grant 

Fiyinfolu Balogun, MD, PhD, Assistant Professor, Memorial Sloan Kettering Cancer Center, Awarded 2024 LEAD Project Grant   

WOODBURY, N.Y., May 30, 2024 — The Lustgarten Foundation has announced that the 2024 Lustgarten Equity, Accessibility, and Diversity (LEAD) Project grant will be awarded to Fiyinfolu Balogun, MD, PhD , Assistant Professor, Memorial Sloan Kettering Cancer Center, for his study “ Investigating the molecular bases of pancreatic cancer disparities in underserved minority communities and increasing clinical trial recruitment employing linguistic intervention.” The LEAD Project aims to broaden inclusivity by actively recruiting and retaining patients from underrepresented minority groups in pancreatic cancer clinical trials. 

“I am grateful to the Lustgarten Foundation for their support of this project,” said Fiyinfolu Balogun, MD, PhD. “Pancreatic cancer is a particularly devastating disease, with higher incidence and mortality rates among minority communities. By diversifying our data and understanding the biological differences of the disease more deeply, we can develop more effective treatments.” 

UCLA to guide the prioritization and evaluation of equity strategies for LADWP’s clean energy transition

New engaged research builds on lci’s past affordability recommendations.

Credit: iStock / bymuratdeniz

The Los Angeles Department of Water and Power (LADWP) is committed to transitioning to 100% renewable electricity by 2035 — a process projected to cost as much as $87 billion . Last year’s LA100 Equity Strategies study armed the utility with a long list of strategies to keep these costs from disproportionately burdening low-income customers and environmental justice communities. Now, LADWP must select, design, and implement programs and policies that keep energy as affordable as possible, maintain reliable energy access for all customers, and ensure that everyone gets a fair share of the benefits of clean energy.

Last year, as part of the study, the UCLA Luskin Center for Innovation (LCI) and colleagues provided LADWP with recommendations for robust, long-term solutions to low-income customers’ ability to pay their bills through the clean energy transition. Now, in partnership with the UCLA California Center for Sustainable Communities , our researchers are digging deeper into energy equity issues to guide the agency’s development, implementation, and evaluation of these recommendations. 

“Our goal is to ensure that the plan achieves the most just outcomes possible for the energy transition,” said Gregory Pierce , co-executive director of LCI. 

Together, the centers will engage LADWP and the Equity Strategies Advisory Committee — an assembly of local, community-serving groups tasked with providing the utility counsel on its equity efforts — to tackle the following tasks:

• Guide prioritization and evaluation of equity strategies as LADWP implements recommendations to improve energy affordability, solar access, residential energy efficiency, electric grid reliability, and other energy equity outcomes. 
• Refine the energy affordability estimation tool that UCLA researchers developed to help LADWP understand how switching to electric appliances and vehicles will affect energy costs. The researchers will also use the tool to model electrification impacts on different types of households.
• Support LADWP’s community engagement to ensure that the utility’s approach is informed and driven by the needs, preferences, and expertise of communities currently facing injustice and inequity in the energy system. UCLA will coordinate and facilitate Equity Strategies Advisory Committee meetings, as well as develop educational materials to advance the public’s understanding of the energy system, rate structures, electricity infrastructure, and affordability policy. 

“LADWP has the opportunity to lead the nation in how to achieve a more just energy transition,” said Stephanie Pincetl, director of the UCLA California Center for Sustainable Communities, “and we are honored to help facilitate that possibility.”

Building on 10 years of successful research collaborations with UCLA, LADWP has commissioned this research to support the creation of a more equitable transition to renewable energy. As a public university and one of LADWP’s oldest customers, UCLA is highly invested in the local community, and LCI and CCSC both will utilize existing relationships with civic leaders and community groups.

To learn more about LCI’s energy equity research, click here .

More recent updates

Isaac Buo and Lana Zimmerman join our heat equity team

UCLA to lead the new Center of Excellence for Heat Resilient Communities

Downsizing local news contributes to crumbling infrastructure

Climate resilience panels drew crowds at UCLA Luskin Summit

We’re hiring a project coordinator of heat equity research engagement

The UCLA Luskin Center for Innovation acknowledges the Gabrielino/Tongva peoples as the traditional land caretakers of  Tovaangar  (the Los Angeles basin and So. Channel Islands). As a land grant institution, we pay our respects to the  Honuukvetam  (Ancestors),  ‘Ahiihirom  (Elders) and ‘ eyoohiinkem  (our relatives/relations) past, present and emerging. Click on the linked words to hear the pronunciation for the Tongva-language words.

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Health Sciences

Different brain structures in females lead to more severe cognitive deficits after concussion than males

New penn medicine research finds that axons in brains of female mammals may be more vulnerable to damage..

Each year, approximately 50 million individuals worldwide suffer a concussion , also referred to as mild traumatic brain injury (TBI). More than 15% of individuals suffer persisting cognitive dysfunction , which includes difficulty concentrating, learning and remembering new information, and making decisions.

Important brain structures that are key for signaling in the brain are narrower and less dense in females, and more likely to be damaged by brain injuries, such as concussion. Long-term cognitive deficits occur when the signals between brain structures weaken due to the injury. The structural differences in male and female brains might explain why females are more prone to concussions and experience longer recovery from the injury than their male counterparts, according to a preclinical study led by the Perelman School of Medicine , published in Acta Neuropathologica .

Although males make up the majority of emergency department visits for concussion , this has been primarily attributed to their greater exposure to activities with a risk of head impacts compared to females. In contrast, it has recently been observed that female athletes have a higher rate of concussion and appear to have worse outcomes than their male counterparts participating in the same sport.

“Clinicians have observed for a long time that females suffer from concussion at higher rates than males in the same sports, and that they take longer to recover cognitive function, but couldn’t explain the underlying mechanisms of this phenomenon,” says senior author Douglas Smith , a professor of neurosurgery and director of Penn’s Center for Brain Injury and Repair . “The variances in brain structures of females and males not only illuminate why this disparity exists, but also exposes biomarkers, such as axon protein fragments, that can be measured in the blood to determine injury severity, monitor recovery, and eventually help identify and develop treatments that help patients repair these damaged structures and restore cognitive function.”

“The differences in brain structure not only tell us a lot about how brain injury affects males and females differently but could offer insights in other brain conditions that impact axons, like Alzheimer’s and Parkinson’s disease,” says Smith. “If female brains are more vulnerable to damage from concussion, they might also be more vulnerable to neurodegeneration, and it’s worth further research to understand how sex influences the structure and functions of the brain.”

Read more at Penn Medicine News .

To Penn’s Class of 2024: ‘The world needs you’

Campus & Community

Class of 2025 relishes time together at Hey Day

An iconic tradition at Penn, third-year students were promoted to senior status.

Arts, Humanities, & Social Sciences

Picturing artistic pursuits

Hundreds of undergraduates take classes in the fine arts each semester, among them painting and drawing, ceramics and sculpture, printmaking and animation, photography and videography. The courses, through the School of Arts & Sciences and the Stuart Weitzman School of Design, give students the opportunity to immerse themselves in an art form in a collaborative way.

Penn celebrates operation and benefits of largest solar power project in Pennsylvania

Solar production has begun at the Great Cove I and II facilities in central Pennsylvania, the equivalent of powering 70% of the electricity demand from Penn’s academic campus and health system in the Philadelphia area.

Education, Business, & Law

Investing in future teachers and educational leaders

The Empowerment Through Education Scholarship Program at Penn’s Graduate School of Education is helping to prepare and retain teachers and educational leaders.