Leadership and the hidden politics of co-produced research: a Q-methodology study.

Methods The remainder of this paper focuses on the results of a Q-methodology study that aimed to redress the dearth of empirical studies on leadership in co-produced research, and interrogated the alignment between the leadership preferences of respondents with experience of co-produced research. Some studies have centred on the contribution of particular leadership types or styles to co-production, such as relational leadership (Bussu & Galanti, [11]; Schlappa & Imani, [51]), others the modes of leadership that may be appropriate in different governance conditions (Tortzen, [54]). A five-step process for conducting a Q-methodology study This methodological appendix provides technical detail about how we constructed our Q-methodology survey, carried out the collection of the Q-sorts, and analysed the results. Keywords: Co-production; research; leadership; university EN Co-production research leadership university 1 21 21 12/20/22 20230101 NES 230101 Introduction There has been encouragement from funders, universities and academics to co-produce research (Durose et al., [15]). But, there was divergence in how far the leadership of co-production should seek to transform power relations; each viewpoint had a distinctive interpretation about whether antecedent power should be accommodated or redistributed, whether leadership should be primarily relational or subject to formalised structures, and who gets to take decisions and by what process. [Extracted from the article]