Laboratory leadership that centers on people can shape both scientific outcomes and workplace culture. Leaders who prioritize mentorship, communication, and professional development create environments where researchers feel supported, confident, and motivated to contribute at a high level. This approach is particularly important during periods of transition, when stability and clear guidance can determine whether teams maintain momentum or lose direction.
The Lab Manager Leadership Excellence Awards, presented annually, recognize professionals who demonstrate meaningful leadership impact across laboratory environments. The 2026 Excellence in Lab Leadership Award focuses on the people side of laboratory leadership, recognizing an individual who effectively manages lab staff, strengthens employee engagement and satisfaction, and develops emerging leaders within their team.
Emily Edwards, PhD, senior research fellow and group leader at Monash University in Melbourne, Australia, is this year’s recipient of the Excellence in Lab Leadership Award. Her leadership has included guiding her team through a period of organizational change, supporting early-career researchers, and fostering an inclusive environment built on trust, communication, and shared scientific goals.
Michelle Gaulin, associate editor at Lab Manager, spoke with Edwards about her leadership philosophy, supporting researchers at different career stages, and the practices that have shaped her approach to people-focused leadership.
Q: What does receiving a 2026 Lab Manager Leadership Excellence Award mean to you at this point in your career?
A: Receiving this award is deeply meaningful as it recognizes leadership that is often invisible and critical to scientific success. At this stage of my career, transitioning from a senior postdoctoral fellow to an independent group leader affirms that investment in people, culture, and systems is as valuable as experimental outputs. It also validates that the work done during a period of uncertainty, steady leadership mattered as much as scientific direction. I see this as not a personal achievement alone, but as recognition of a lab culture built on trust, collaboration, and shared purpose.
Q: During a period of significant transition, you assumed responsibility for the day-to-day leadership of the lab. What strategies helped you maintain stability and momentum during that time?
A: Clarity, communication, and consistency were essential. I focused on making expectations explicit, maintaining regular check-ins with team members, and ensuring decisions were transparent and inclusive. I ensured consistent communication with my supervisor overseas to ensure any issues were communicated promptly so they could be addressed in a timely manner. Importantly, I prioritized continuity by keeping core projects moving and ensuring members could come to me to discuss their concerns as needed. This helped keep morale up and prevent unnecessary disruptions to the lab's normal operations. This has not only helped sustain but strengthen confidence and resilience within the team.
Q: You are recognized for creating a supportive environment for early-career researchers. How do you tailor your leadership approach to meet individuals at different career stages?
A: I start by acknowledging that people need different things at different stages of their careers. Early-career researchers often need structure, reassurance, and support with skill-building. More senior researchers need autonomy, strategic guidance, and mentorship. I tailor my approach through active listening to understand individual goals, pressures, and motivations. This enables me to adjust the level of direction, feedback, and independence accordingly. This helps people grow and equips them for the next stage of their career.
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Q: How do you define effective leadership in a laboratory environment, and how has that definition evolved over time?
A: Effective leadership is about creating conditions where good science and the healthy well-being of people can coexist. Earlier in my career, I thought leadership was primarily about expertise and productivity. Over time, I've learned it's also about empathy and foresight, listening, anticipating challenges, supporting people through them, and aligning goals with long-term purpose. Good leadership doesn't remove pressure entirely, but makes decisions to make the work manageable, with the people's well-being taken into account.
Q: What leadership habit or practice has had the greatest impact on your team’s success?
A: Regular, structured check-ins, both formal and informal, have had the greatest impact. These create space for problems that surface to be discussed and mitigated early, for wins, no matter how small, to be acknowledged, and for goals to be achieved. Consistent communication builds trust, and trust enables teams to take intellectual risks, ask for help and advice, and to work collaboratively towards a common goal.
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Q: What advice would you offer to scientists who are stepping into people-focused leadership roles for the first time?
A: These roles and the people in them should be taken seriously. Leadership requires self-reflection, critical feedback, and changes to practice, just like science. Don't assume that technical excellence automatically translates into effective leadership, as it requires effective communication and a duty of care to the people you lead. Seek mentorship and don't be afraid to change mentors as your needs change. Be open to learning and remember that you don't need to have all the answers. The most important thing is to be fair, consistent, and genuinely invested in others' growth, not just your own. Your influence as a leader can often make a huge difference to the people you work with, especially on a bad day.
