Applying behavioural science to research culture: an applied, interdisciplinary, mixed-methods study on enabling collaborative research leadership
Emma Francis
(University College London)
Sadie Boniface
(UCL)
Angel Chater
(University of Bedfordshire)
Hyuner Erdinch
(UCL)
Emma Todd
(UCL)
Fabiana Lorencatto
(University College L ondon)
Short abstract
This mixed-methods study used the Behaviour Change Wheel develop an intervention to improve collaborative research leadership among researchers. Findings identified influences on leadership such as communication skills, role models and competitiveness. The process evaluation is ongoing.
Long abstract
Rationale and Aims
Improving research culture is a growing priority in universities, with collaboration and leadership being key areas of focus. As these are forms of human behaviour, behavioural science frameworks can be used to understand drivers of collaborative leadership, to inform design of improvement strategies. This study applied the Behaviour Change Wheel (BCW) approach to develop an intervention to improve collaborative research leadership, therefore contribute to enhancing research culture at UCL.
Methods
This mixed-methods study involved intervention development whereby we conducted 31 semi-structured interviews with research-active staff to explore influences on collaborative leadership. Topic guides were based on the Capability-Opportunity-Motivation-Behaviour (COM-B) model of behaviour. Interview transcripts were analysed using deductive framework and inductive thematic analysis. Identified influences were mapped to potential intervention strategies using the BCW and Behaviour Change Technique (BCT) taxonomy.
Findings
Influences on collaborative leadership were identified across all COM-B domains. Enablers included having the knowledge of what collaborative leadership entails and how to perform this, having compatible goals, and the professional network(s). Barriers included managing the mental workload, having other (higher) priorities, and outcomes being driven by the competitive environment rather than team science. Examples of interventions proposed included skills coaching, 360 feedback with colleagues, and goal setting in reflective journals.
Conclusions
This study demonstrates how behavioural science frameworks can be used to develop an intervention aimed at enhancing research culture, particularly in collaborative leadership. The process evaluation is ongoing to assess fidelity of delivery and acceptability of the intervention.
Accepted Paper
Short abstract
Long abstract
Rationale and Aims
Improving research culture is a growing priority in universities, with collaboration and leadership being key areas of focus. As these are forms of human behaviour, behavioural science frameworks can be used to understand drivers of collaborative leadership, to inform design of improvement strategies. This study applied the Behaviour Change Wheel (BCW) approach to develop an intervention to improve collaborative research leadership, therefore contribute to enhancing research culture at UCL.
Methods
This mixed-methods study involved intervention development whereby we conducted 31 semi-structured interviews with research-active staff to explore influences on collaborative leadership. Topic guides were based on the Capability-Opportunity-Motivation-Behaviour (COM-B) model of behaviour. Interview transcripts were analysed using deductive framework and inductive thematic analysis. Identified influences were mapped to potential intervention strategies using the BCW and Behaviour Change Technique (BCT) taxonomy.
Findings
Influences on collaborative leadership were identified across all COM-B domains. Enablers included having the knowledge of what collaborative leadership entails and how to perform this, having compatible goals, and the professional network(s). Barriers included managing the mental workload, having other (higher) priorities, and outcomes being driven by the competitive environment rather than team science. Examples of interventions proposed included skills coaching, 360 feedback with colleagues, and goal setting in reflective journals.
Conclusions
This study demonstrates how behavioural science frameworks can be used to develop an intervention aimed at enhancing research culture, particularly in collaborative leadership. The process evaluation is ongoing to assess fidelity of delivery and acceptability of the intervention.
Methods mash: expanding the tools of metascience
Session 1 Tuesday 1 July, 2025, -