Transform your research team’s culture with key leadership strategies, from hiring for fit and fostering open communication, to promoting well-being, career growth, and collaboration.

In academic circles, we often come across disheartening stories of toxic lab environments and supervisors who failed to foster a supportive and productive atmosphere. Whether it is graduate students sharing their experiences or research staff discussing burnout, the message from these survivors is clear: toxic leadership stifles innovation and undermines the potential of talented researchers.

I hesitate to use the term and dislike the label “toxic supervisor.” Often, what we perceive as toxic behaviour stems not from malice but from a cycle that repeats itself. Some principal investigators (PIs) may have endured similar environments during their own training and, rather than breaking that pattern, perpetuate it by viewing it as a rite of passage for the next generation. In other cases, it’s not a matter of intentional harm but a lack of awareness. Many new PIs, eager to launch their careers, find themselves juggling an overwhelming array of responsibilities, including teaching, research, administrative duties, and grant writing. On top of that, they are now tasked with leading a team to conduct research.

While faculty members may excel as educators or researchers, leading a team requires a distinct set of skills that aren’t always innate. It’s important to recognize that leadership, like any skill, requires development. Instead of assigning blame, we must acknowledge the challenges these individuals face and focus on fostering a culture of growth and support, both for the PI and their team. But how can we ensure that we’re on the path of building strong and resilient research teams? The following sections will explore practical strategies for supervisors to cultivate a healthy, high-performing research environment.

Recruitment: Hire for Fit, Not Just Skill

When recruiting researchers, it’s tempting to focus solely on academic achievements, technical skills, or publications. While these qualifications are important, they don’t paint the full picture of what makes a team successful. To build a cohesive and high-functioning team, prioritize cultural fit alongside expertise. Thus, before starting the recruitment process, take the time to assess your current team’s dynamics. Identify the strengths and weaknesses within the team and understand how new members can complement or enhance existing skills and personalities.1 This insight helps in finding candidates who not only possess the necessary skills but also mesh well with the team’s culture.

Attributes such as adaptability, communication, and collaboration are often equally significant as technical skills. Therefore, it’s important to define the key non-technical qualities that are essential for success in your specific research environment. Look for candidates who demonstrate these attributes through their previous experiences and interpersonal interactions. For instance, use behavioural interviews to explore the candidate’s problem-solving abilities, conflict resolution skills, and approach to collaboration. This approach provides a clearer picture of how they will fit into your existing team and adapt to your work environment.

Engaging potential recruits in trial projects can also provide valuable insights into how they integrate with the team and adapt to your work style. For example, giving undergraduates and laboratory volunteers a chance can be beneficial; however, in parallel, it’s important to consider how well these candidates will fit into the long-term vision of your research group. Thus, evaluate their potential for growth and their alignment with future projects and goals. Hiring someone who not only fits the current needs but also has the potential to grow with the team can lead to more sustainable success.

Another crucial aspect of building a strong research team is fostering an inclusive hiring process. Ensuring that diverse perspectives and backgrounds are considered enriches the team’s creativity and problem-solving capabilities. Embrace strategies that actively seek out diverse candidates, such as broadening job postings, using diverse hiring panels, and removing biases from job descriptions. By prioritizing inclusivity, you not only enhance the team’s overall performance but also contribute to a workplace culture where everyone feels respected and empowered to contribute their best work.

Foster Open Communication and Feedback

A major hallmark of a toxic lab environment is poor communication. Researchers need clear expectations, goals, and responsibilities to thrive, and they should feel comfortable raising concerns or seeking help. As a supervisor, creating an environment where open communication is integral is crucial for maintaining a healthy and productive lab culture.2,3 This fosters an atmosphere where every voice is heard, and issues can be addressed before they escalate. Labs should not be managed through fear, but rather through mutual respect and understanding. Emphasizing open dialogue and mutual respect ensures a supportive and collaborative environment where researchers can excel.

Regular check-ins, both one-on-one and in team meetings, are essential for discussing progress, challenges, and emerging concerns. These meetings offer structured opportunities for team members to voice their thoughts and for you to provide guidance. Consistent communication helps prevent small issues from becoming larger problems and ensures alignment with the lab’s goals and expectations. Celebrating achievements and addressing roadblocks during these sessions can also reinforce a sense of shared purpose and collaboration.

Creating a culture where feedback is encouraged and valued is essential for a successful lab environment. Providing avenues for researchers to share feedback without repercussions, such as through surveys or suggestion boxes, can capture honest opinions and concerns that might not be voiced directly. This approach not only shows that you value their input but also helps identify areas for improvement that might not be apparent through direct communication alone. Modeling open communication is another key strategy. Being transparent about your work, goals, and challenges sets a tone of honesty and vulnerability. When lab members see you discussing difficulties openly, they are more likely to feel comfortable sharing their own challenges and seeking help when needed.

Many institutions implement progress reports or formal evaluations where PIs assess their students yearly. While this provides valuable feedback from a top-down perspective, it often lacks a crucial component: students’ evaluations of their supervisors. There’s a significant imbalance in the communication process and this creates what can be referred to as a “black curtain.” The institution may not be monitoring or assessing the quality of communication within research teams, and by the time students seek help, it’s often too late—they’re already frustrated, demoralized, or on the verge of quitting. To prevent this, institutions should provide better support mechanisms, ensuring that both supervisors and students have platforms to openly share feedback. By establishing clear, bidirectional communication channels, academic environments can foster stronger, more resilient relationships that benefit the entire research process.

Promote Work-Life Balance and Well-Being

Burnout is an all-too-common issue in research, often fueled by unrealistic expectations, lack of boundaries, and an unhealthy “publish or perish” mentality. The constant pressure to produce results, publish papers, and secure funding can lead to exhaustion, diminishing both productivity and well-being. As a supervisor, it’s essential to actively counter these pressures by promoting a healthy work-life balance and supporting the mental and physical well-being of your team.4 A balanced approach not only prevents burnout but also leads to a more sustainable, creative, and high-performing research environment.

One of the key strategies in promoting work-life balance is respecting boundaries. Encourage your team to establish clear distinctions between their work and personal life, and most importantly, respect those boundaries. Avoid sending emails or assigning tasks outside of normal working hours and be mindful of your team’s time off. Establishing this respect for personal time sets a precedent that helps reduce stress and ensures that researchers have space to recharge, ultimately leading to better outcomes. Normalizing discussions around stress, anxiety, and burnout can also create an environment where individuals feel comfortable seeking help before their mental health deteriorates. Promoting these practices creates a lab environment where well-being is prioritized, preventing burnout and nurturing long-term success.

Provide Clear Expectations and Career Development

In academic settings, a common issue is the lack of clear expectations and a feeling of stagnation regarding career development. Without transparent guidance on their roles or future prospects, team members can easily feel lost, undervalued, or unsure of how to progress. As a supervisor, it is essential to provide clarity in expectations and offer pathways for career growth.5 This not only ensures smoother project execution but also fosters an environment where individuals feel motivated, understood, and valued.

A crucial first step is defining roles and goals for each team member. Researchers thrive when they have a clear understanding of their responsibilities, deliverables, and timelines. Ambiguity or constantly shifting expectations can lead to frustration, decreased morale, and even resentment. Therefore, make sure to communicate each person’s role in detail and check in regularly to ensure that they feel confident about what is expected of them. Providing this structure helps team members stay focused and allows them to gauge their progress, leading to better individual and collective outcomes. In addition, aid your team with developing new skills, gaining leadership experience, or expanding their academic networks. Provide them with opportunities to enhance both their confidence and career prospects by leading projects, writing grants, presenting at conferences, or teaching classes. This mentorship demonstrates that you are invested in their future and not just in the immediate results they can produce for the lab.

It’s crucial not to treat students as temporary resources solely for advancing research and publication goals. Instead, we should view them as seeds that we are responsible for nurturing. As a supervisor, your role is not just to direct their efforts toward your own objectives, but also to equip them with the skills and knowledge to grow into independent researchers who can thrive beyond the lab. By investing in their development, whether through mentorship, skill-building opportunities, or clear guidance, you ensure they have the tools to navigate their own careers and make meaningful contributions to the field. Helping them develop these “survival skills” will set them up for long-term success, fostering a research culture where growth, rather than mere productivity, is the ultimate goal.

Celebrate Successes and Foster Collaboration

Building a high-performing research team requires a shift toward celebrating achievements and encouraging collaboration. Recognizing both individual and group efforts fosters a positive work culture and strengthens bonds within the team, ultimately leading to greater collective success.

One key way to create a more positive environment is by celebrating milestones, both big and small. Whether it’s securing a grant, publishing a paper, or making a significant research breakthrough, taking the time to acknowledge these achievements can have a profound impact on morale. When researchers feel that their hard work is recognized and appreciated, they are more likely to remain engaged and motivated. Celebrating successes fosters a sense of pride and belonging within the team, reinforcing the idea that everyone’s contributions are valued.

Beyond celebrating accomplishments, fostering collaboration is crucial for building a strong, cohesive team.6 Encourage cross-disciplinary projects and make it easy for researchers to collaborate with colleagues both within and outside the lab. Collaboration not only enhances creativity and problem-solving by bringing together diverse perspectives, but it also creates a shared sense of purpose. By promoting an environment where researchers feel comfortable sharing ideas and working together, you can break down the silos that often lead to isolation and frustration in toxic labs.

Finally, team-building activities can help strengthen relationships and create a sense of community. Lab retreats, informal gatherings, or even virtual meetups can go a long way in fostering camaraderie and trust among team members. When people feel connected and supported, they are more likely to contribute to a positive, collaborative environment. Strong relationships within the lab translate into better teamwork, increased communication, and a healthier work culture overall. By prioritizing celebrations and collaboration, you can transform the lab into a supportive, high-functioning space built on mutual respect and shared success.

Delegate and Trust Your Team

Micromanagement is one of the most frequent complaints in toxic lab environments. When supervisors overly control every aspect of their team’s work or constantly second-guess their decisions, it creates an atmosphere of mistrust and stifles productivity. Self-awareness is key. For example, take time after each meeting or project to reflect on how you handled disagreements or delays. Did you approach issues with empathy and fairness, or was your reaction driven by stress and pressure? This reflection can create lasting change in your lab culture. To build a high-functioning, motivated research team, it’s essential to delegate tasks effectively and trust your researchers to take ownership of their work. This approach fosters autonomy, accountability, and encourages creative problem-solving, all of which are key to a thriving lab culture.

Effective delegation starts with providing clear guidelines and expectations for each task. Supervisors should outline the objectives, timelines, and any key milestones, but then allow team members to manage the details of the process. This balance between structure and freedom allows researchers to take charge of their tasks, using their skills to develop solutions without feeling micromanaged. By stepping back and letting your team take control, you not only show trust in their abilities but also give them the space to grow and become more confident in their roles.

Avoiding micromanagement is critical to fostering a culture of trust. It’s important to remember that second-guessing your team can undermine their confidence and create inefficiency as they constantly seek approval for their actions. Trusting your team to manage their responsibilities demonstrates confidence in their expertise and helps build a strong, independent workforce. When researchers feel trusted, they’re more likely to take initiative and make meaningful contributions.

Conclusion

Supervisors hold a unique opportunity and responsibility to shape the future of research by cultivating strong, supportive, and high-performing teams. The ultimate goal is to create an environment where researchers are motivated, engaged, and empowered to reach their full potential. Building such a team requires more than just management skills; it demands thoughtful recruitment, empathy, self-awareness, clear communication, and a commitment to mentorship.

By adopting these strategies, you can not only avoid the pitfalls of toxic leadership but also foster a thriving lab environment where innovation, productivity, and personal well-being coexist. Most importantly, you’ll be remembered as a mentor who earned the respect of your team, guided them toward excellence, and helped them grow both as researchers and individuals.

References

  1. Cheruvelil, K. S., Soranno, P. A., Weathers, K. C., Hanson, P. C., Goring, S. J., Filstrup, C. T., & Read, E. K. (2014). Creating and maintaining high-performing collaborative research teams: The importance of diversity and interpersonal skills. Frontiers in Ecology and the Environment, 12(1), 31-38.
  2. Cardilini, A. P. A., Risely, A., & Richardson, M. F. (2022). Supervising the PhD: Identifying common mismatches in expectations between candidate and supervisor to improve research training outcomes. Higher Education Research & development/Higher Education Research and Development, 41(3), 613-627.
  3. Huang, L. (2023). Establishing effective PhD supervision for Cross-disciplinary research in Advanced production. In Y. Wang, Y. Wang, K. Wang, T. Yu, T. Yu & K. Wang (Eds.), Advanced manufacturing and automation XII (pp. 365-372). Springer.
  4. Ball, K., & Crawford, D. (2020). How to grow a successful – and happy – research team. The International Journal of Behavioral Nutrition and Physical Activity, 17(1), 4-4.
  5. Rivas, C. (2024). Supporting the professional and career development of doctoral students. Encyclopedia, 4(1), 337-351.
  6. Kinzler, K. D., & Shutts, K. (2018). Ways to promote and foster collaborative research in your lab. Nature, 560(7720), 673-673.