![]() ![]() So, at the start of the year, as part of a cohort of 14 managers and academics all from different departments and units spread out across the University, I started out on an ‘Introduction to Leadership’ course. ![]() The University has started delivering training for leadership and management roles and I was keen to enrol on one of the many courses to learn new skills and hopefully see how management should be done. It was recently pointed out to me that many jobs (especially teaching, clinical medicine or emergency services) require significant training and qualifications before you can start, but with management roles you are quite often thrown in at the deep end and told to just get on with it. Unfortunately, this has meant that I’ve not had much time dedicated to improving the team work environment or developing the members of my team. I’ve never had any formal training on how to manage staff or provide leadership, and have up to now just got on with the basic mechanics of the job – performing annual development reviews, reporting sickness absences and annual leave requests. Initially I was the line manager for two staff, however over the last couple of years the team has grown to a total of six. When I first began the role was very hands on, but over time the line management responsibilities have significantly increased. I have been in my current role as Scholarly Communications Manager since 2017. This is a not one of my usual posts about Open Research, but rather a short essay written about and submitted for a Leadership course that I recently completed. ![]()
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