Strategic management of doctoral talent: A ten-principle framework for leadership and management of research training
DOI:
https://doi.org/10.53485/rgn.v9i3.765Keywords:
talent management, academic leadership, doctoral training, mentorship, scientific integrity.Abstract
Doctoral education and the development of research careers are frequently addressed in the management literature as pedagogical or curricular matters, and less often as what they also represent: a challenge of strategic management, professional competence, and human talent management within higher education institutions. Objective: To provide a foundation for doctoral talent management through a framework of ten principles for leadership and strategic management of research training. Methodology: A qualitative study with a descriptive-argumentative and exploratory scope and a non-experimental field design, combining the hermeneutic method with semi-structured interviews conducted with 15 key informants academics, administrators, and experts in doctoral education from Ibero-America and a non-systematic review of recent literature. Results: The ten principles are organized into four interdependent managerial functions ethical governance and institutional rigor, management of continuous development and innovation, management of collaboration and knowledge, and talent leadership and sustainability each supported by recent empirical evidence and a high degree of consensus among the informants consulted (73%–93%). Conclusions: Managing doctoral programs requires treating ethics, mentoring, interdisciplinary collaboration, and leadership as explicit managerial functions rather than as personal attributes of individual researchers, thereby enabling more deliberate and sustainable institutional support policies.
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