The main responsibility of the team leader is to enable team members to collectively achieve levels of attainment not otherwise achievable and make a significant contribution to their field of research. From senior managements’ point of view this constitutes a significant contribution to organizational goals. At the risk of over simplifying complex interpersonal roles, team leaders are generally responsible for:
In the science research workforce exercising team leadership also requires the skills to manage or coach colleagues who are passionate and committed to their research, highly value autonomy and are likely to be more connected with the scholarly community in their field or discipline than the organisation in which they work. This means that much of the formulaic leadership literature drawing on the corporate sector may be of limited relevance but the gender specific frameworks for change provide useful menus from which to identify priorities and the analysis of (Eagly and Carli, 2007) Women and the Labyrinth of Leadership is outstanding in this regard.