OPINION: Research leadership: Danish universities and senior researchers can do better!

Leadership in research has emerged as a fundamental component of effective communication, interaction, and the dissemination of knowledge and entails fostering innovative strategies. As universities and research institutions strive to share their findings with broader audiences, the role of leadership in shaping research initiatives and content marketing strategies is becoming increasingly prominent. Academic content marketing serves as a bridge to communicate research findings and institutional strengths to a global audience. Leadership roles in this area include crafting compelling narratives around research findings, utilising digital platforms and engaging with the research community worldwide. By effectively disseminating knowledge through blogs, webinars, social media, symposiums, and centres, academic leaders can amplify their expertise and their institution's brand, attract international research talents and students, and act as important role models for their early-career research colleagues.

This is not working optimally 

After almost a decade of working in Denmark as a PhD student, postdoc, assistant professor, and now an associate professor (as an international staff member), I have observed various strategies and activities for how researchers lead their research and promote their work both inside and outside Denmark. My general impression is that this is not working optimally in academia in Denmark, or at least it is not given enough attention. Danish industry seems to be doing better in this regard. I have often noticed that research leaders shaped by the Danish academic research tradition may lack the ambition, desire or confidence to leave their comfort zone and play a more serious role in their research field internationally, despite their high-quality research. This might be because:

a) Danish society promotes an egalitarian and 'fit-in' culture [which I commend and have always admired] and/or a somewhat introverted way of working, or

b) Danish universities and lead researchers do not consider the importance of promoting their research internationally and/or lack dedicated staff and/or are not familiar with how to do this, or

c) the academic promotion structure in Denmark is not adequately designed for researchers to specialise in specific fields, as there is an absence of pathways that culminate in the establishment of more specialised labs or academic chairs - which is common in the academic models in Germany and Switzerland, where all members of academic staff are designated as chairs in their specific research areas, which automatically leads to them gaining international recognition in those areas, or

d) the academic hierarchy system in Denmark means that, academic staff are not considered professors until they are promoted to (full) professor (unlike the US system in which all members of academic staff, from assistant professors and up, are considered professors), which can lead researchers to view a professorship as the end of the journey, which in turn reduces their desire and motivation to continue to grow or take on international leadership and recognition, or

e) Denmark's general higher education and research policy does not promote the internationalisation of education, research, and its academic staff.

The importance of leadership and content marketing cannot be underestimated 

There are of course som researchers who excel in promoting their research internationally, but, in general, I believe more attention is needed in this area. This means that, regardless of the above reasons, the importance of leadership and content marketing in research cannot be underestimated if leading researchers do not wish to lose the stage to their peers in other countries such as Switzerland, Germany and the US. Effective leadership in research requires a clear vision in line with the institution's goals and strategies and the ability to recognise pressing issues or challenges to be addressed by research initiatives. By prioritising relevant topics and using innovative areas and methods, leaders can increase the impact of their institution’s research in both the academic and public spheres. This strategic focus not only enhances the institution’s reputation, but also fosters a culture of research and intellectual rigour for future generations and students.

Aliakbar Kamari is principal investigator (PI) in DFF and H2020-EU projects and is currently an associate professor (with tenure) of building science at the Department of Civil and Architectural Engineering at Aarhus University.

Proof reading by Sarah Jennings