The answer pleasantly surprised us: a great deal. The Leadership Matters: Shaping the Future of Research Institutions’ conference, which was attended by over 120 participants, including representatives of leading scientific and research institutes.
These participants had the opportunity to listen to lectures by Marijke Lein (formerly of VIB), Pavel Plevka and Eliška Handlířová (CEITEC), Tomáš Mocek and Jan Brajer (HiLASE), Adam Pruška (ex-ETH Zurich) and Matouš Glanc (Czexpats in Science).
It turned out that the topic of leadership in science resonates with many people. Together with our partners — the HiLASE laser centre, the Czexpats in Science association and LASER-PRO Consortium — we have become part of a broader movement of scientific institutions and innovation platforms that recognise the importance of quality leadership in the modern world for successful, competitive and impactful science.
Now is the time to reflect on the event and address the fundamental questions that we in the STAR region and others consider important, which were interwoven throughout all the lectures at the conference. How can good leadership be used to increase the impact of Czech science? What leadership principles should Czech scientific institutions adopt and develop to foster an open and stimulating culture, achieve long-term growth, and compete internationally?
Let’s discuss them together. It is precisely through open debate across disciplines and within the entire community that the shift Czech science needs can emerge.
Key takeaways from conference
The role of leaders is not only scientific, but also managerial, human, and institutional
Leaders must be more than just great scientists. They also need to be effective managers, leading teams, supporting individuals and actively contributing to institutional development. This involves fostering a safe and stimulating culture within the team and throughout the organisation. Courage in accepting criticism and showing vulnerability, and the ability to trust and delegate, are key traits of a modern scientific leader. However, it is also necessary to strike a balance between the many demands placed on leaders.
Marijke Lein (ex-ViB):
‘Leaders of scientific teams face a lot of pressure — not only are they expected to produce excellent scientific work and publications, but they are also expected to be good leaders. Finding a balance is key.’
To help people to develop their leadership skills, HR must get involved
If you don’t have a proper plan for dealing with your employees, you won’t be able to improve your leadership skills in the long term. HR must work closely with the rest of the company. It must set up fair processes, conduct in-depth surveys, organise training, and create space for effective feedback. This will make things better for scientists, technicians and administrators, and will also improve the quality of the whole system.
Pavel Plevka (CEITEC)
“As leaders, it is our job to support the development of everyone in the group, not just those who publish in well-known journals. It’s important to look after all team members if you want to be successful.”
Eliška Handlířová (CEITEC)
“We need leaders to make lasting changes in HR and in the environment of research institutions. It is only when they are on board that we can improve the day-to-day experience of scientists, technicians and administrators. The people who would get the most out of leadership training are often the ones who are unsure about taking it on.”
Unfortunately, our Sli.do survey, which we did at the conference, showed that, unlike in business, we still have some catching up to do in the Czech Republic. We need to get more human resources people involved in helping to develop leaders in scientific organisations. Almost half of the scientists at the conference said that they only deal with HR when it comes to administration and paperwork:
Institutions require direction, for which vision, courage and long-term thinking are essential
Institutions require long-term strategic planning. Securing the necessary funding and projects that will provide scientists with the necessary space and peace of mind is just one of the many considerations. The key to success is also a bold vision that can inspire scientists and the ability to think decades ahead. Such an environment is conducive to motivating people to follow the direction, take responsibility, and deliver performance that allows their science to make a positive difference.
Tomáš Mocek (HiLASE Center)
“People tend to follow a vision. A bold vision that allows them to realise their professional goals. In order to attract the best candidates, it is essential to provide benefits that extend beyond the scope of the project or salary. In my professional opinion, strategic thinking is a long-term approach. I am convinced that our institution will still be here in 100 years. In order to build a research institution that is oriented towards making a positive impact, it is essential to have the courage to take risks and to be willing to step into the unknown.”
Good science is open to the world
Competitive science has been shown to attract and retain top talent, connect with industry, support entrepreneurship, foster spin-offs, and give young scientists space to build networks and develop soft skills. However, it is important to note that culture cannot be changed from above or below in isolation; genuine change occurs when these two directions converge.
Adam Pruška (ex-ETH ZURICH)
“Many people are capable of conducting excellent scientific research. It is essential that leaders and institutions provide the necessary support by allocating sufficient time and resources for both research and professional development, including the cultivation of networks and soft skills. Autonomy is a vital component in the realm of science, not only for research team leaders but also for early-career scientists. It is also crucial to adopt a long-term perspective and establish professional connections for future career progression, as not all scientists will remain in their positions indefinitely.”
Matouš Glanc (Czexpats in Science)
“A favourable environment and culture will attract more talent, bringing top expertise from abroad. This will generate positive feedback and push Czech science towards greater impact and competitiveness. It is important to recognise that cultural change can only be achieved from the bottom up, and that it requires the support of institutional leadership. It is only when these two directions, from the bottom and from the top, converge that real change can take place.“
The conference also resonated with the topic of academic inbreeding. As Luděk Brož from the Institute of Ethnology of the Czech Academy of Sciences aptly noted during the panel discussion: “The only way of staying is by leaving.” This paradox captures the essence of the problem: without experience from elsewhere, without new perspectives and approaches, institutions close in on themselves and lose their competitiveness.
It is vital that trust and a healthy culture are established as the basis for change
In an environment where autonomy and trust are valued, good science and good leadership thrive. Scientists are intelligent individuals who can make their own decisions and don’t require constant guidance. In the absence of openness and a secure environment in which issues are addressed transparently, it is not possible to solve problems effectively and effect positive change.
Kateřina Komrsková (BIOCEV, CUNI)
“Establishing trust within a scientific institution is an arduous process, but it is of the utmost importance. Trust fosters a culture of transparency, encouraging individuals to acknowledge their mistakes and proactively seek solutions, which in turn leads to progress.”
Marijke Lein (ex-ViB)
“Scientific teams place the utmost importance on an environment of trust and autonomy. It is important for leaders to understand that scientists are self-sufficient and do not require constant guidance. They wish to be able to make their own decisions. These elements form the foundation of a positive work culture and scientific excellence.”
Leadership IS necessary
The question of leadership’s role in science, and its importance for success, is a crucial one. The experiences presented at the conference demonstrate that successful science requires more than just research and publication skills. In addition, it is essential to possess the following skills and abilities:
- strategically manage projects
- inspire people
- communicate direction and vision clearly and transparently
- manage a team well and set up processes
In this aspect, scientific leadership shares many similarities with leadership in business.
Jan Brajer (HiLASE Center)
“Due to strategic leadership and enhanced management, the success rate of our projects has been successfully increased from 25% to 46% over a period of just a few years. Those familiar with the management of projects in institutions similar to ours will be aware that this is a commendable outcome.”
Leadership can be learned
It is imperative that leadership positions in science are filled by individuals who have received training in team management. It is inaccurate to assume that a scientist’s proficiency in their field automatically translates into their leadership abilities. Conversely, this approach can lead to frustration, conflict, and the loss of valuable talent. Examples of effective leadership demonstrate that it is a distinct set of specific skills that can be systematically developed.
Jana De Merlier (STAR Cluster)
“Effective leaders across disciplines demonstrate the importance of self-development and the development of others, driving progress in teams and institutions. Leaders are not born; they are made. They are formed through hard work. While leadership roles are not for everyone, those who aspire to such positions can develop the necessary skills to excel in them. The Leadership Academy for Researchers offers a targeted programme for the development and practical application of these skills.”
We would also like to thank all the panelists who enriched the panel discussions at the conference with their insights and experiences: Michael Wrzaczek from the Biology Center of the Czech Academy of Sciences, Luděk Brož from the Ethnology Institute of the Czech Academy of Sciences, Vojtěch Kadlec from UNICO Analytics, and Jan Lát from BENEŠ a LÁT.
What’s next and how to get involved?
The conference confirmed that leadership is an essential part of the scientific environment and successful scientists. In order to increase the impact of science in the Czech Republic, it is essential to build world-class infrastructure, as well as a shared vision, a robust culture, trust, and leadership skills at all levels.
In response to this need, we at STAR Cluster have initiated the creation of the Leadership Academy for Researchers.
We are launching this initiative in collaboration with the HiLASE laser centre and Czexpats in Science. The objective of this joint initiative is to enhance the leadership skills of scientists.
A series of webinars is scheduled for launch in the autumn. Registration is now open on our website: https://www.leadershipinscience.academy/events/
Following the webinars, community meetings will be held on specific topics (e.g. transparent recruitment, feedback and people development, cross-disciplinary and cross-institutional work). We will then launch the comprehensive Academy programme in pilot mode in February 2026 in cooperation with the Laser PRO project.
If you are interested in participating, please get in touch. To receive invitations to webinars and events, as well as keep abreast of the upcoming pilot run of the academy, please sign up for our newsletter.
Should you wish to involve your institution or offer a specific topic, we would be delighted to hear from you. Please contact us at the address below to discuss this matter further.
We are not merely conference organisers. We are establishing a platform and community that will effect change in science from within: from individuals to teams to institutions.
Join us!