Transitions in Engineering Leadership: Interim to Permanent Deans and Chairs
- Conference
- Location
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Portland, Oregon
- Publication Date
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June 23, 2024
- Start Date
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June 23, 2024
- End Date
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June 26, 2024
- Conference Session
- Tagged Division
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Faculty Development Division (FDD)
- Page Count
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13
- DOI
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10.18260/1-2--48177
- Permanent URL
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https://peer.asee.org/48177
- Download Count
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47
Paper Authors
Michael James McGinnis LeTourneau University
Dr. Michael J. McGinnis is the Dean of Engineering and Engineering Technology at LeTourneau University where he has focused faculty in creating "t-shaped" engineers. The lower part of the ‘t’ represents technical skills, the cross piece represents softer skills like leading, following, communicating, grit, drive, and conflict resolution -skills that help us build relationships and connect to other people. The upper portion of the ‘t’ represents that God is above all and in all.
Matthew G. Green LeTourneau University
Matthew Green serves as Associate Dean in the School of Engineering and Engineering Technology and Professor of Mechanical Engineering at LeTourneau University in Texas. His objective is to practice and promote engineering as a serving profession. He has taught and developed design courses for all undergraduate years, and has taught courses such as Dynamics, Thermodynamics, and Machine Design. Past projects include remote power generation, design methods for frontier environments, enhanced engineering learning, and assistive devices for persons with disabilities. He coordinates ABET accreditation activities for LeTourneau University.
Abstract
Evidence Based Practice Paper This paper describes strategies for navigating leadership transitions within engineering departments, schools and colleges. In particular, the transition challenge is viewed from each side and best-practices are reviewed for both (a) those seeking and/or thrust into interim leadership roles, and (b) those becoming full-time leaders following the leadership of an interim steward. The paper describes key issues of these transition challenges, presents theories of organizational behavior and leadership germane to this situation and summarizes existing literature in this space. A meta-analysis of the existing literature is described that uses a key-words/issues approach to identify the most impactful issues and strategies that can be deployed in this space to lead to more positive outcomes. The authors have served in multiple interim and full-time roles across multiple institutions and the paper concludes with a case-study summation of their lessons learned across these roles and responsibilities. Key insights are provided for three specific audiences: (1) those serving or who will serve in interim roles, (2) those coming into full-time roles following interim leaders, and (3) those serving across institutions who can positively impact organizational momentum if they positively interact with interim leaders.
McGinnis, M. J., & Green, M. G. (2024, June), Transitions in Engineering Leadership: Interim to Permanent Deans and Chairs Paper presented at 2024 ASEE Annual Conference & Exposition, Portland, Oregon. 10.18260/1-2--48177
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