Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

Robert Benjamin Simon, Georgia Institute of Technology; James Field; Lauren Stewart, Georgia Institute of Technology

Tagged Divisions

Engineering Leadership Development Division (LEAD)

around student teamingis the distinction between academic settings and the environments students will experience inprofessional settings. This omission is problematic when juxtaposed to the motivation behindmuch of educators' work: to better prepare engineering students for the profession ofengineering. If classroom settings continue to be just that, students will continue to be ill-equipped for their transitions into the workforce. This paper tests a unique approach to studentteam formation, reflective journaling, and final grading by mimicking certain aspects of theprofessional setting in the classroom – especially as it relates to team formation, projectmanagement, and feedback. This work builds on a previous work-in-progress paper that

Conference Session

Special Session: Engineering Leadership—The Courage to Change

Collection

2024 ASEE Annual Conference & Exposition

Authors

Stephen Mattucci, University of Guelph; Makary Nasser, University of Guelph

Tagged Divisions

Engineering Leadership Development Division (LEAD)

education. The specific objectives are to:identify characteristics indicative of thriving and successful mentorship practices within thisnetwork; recognize opportunities and barriers in future potential mentorship relationships; andidentify potential lines of inquiry for future work on mentorship social networks. Aspects ofinterest include motivation for being a mentor or mentee, benefits of being a mentor or mentee,mentorship relationship patterns related to the domain of educational leadership, and types ofmentorship methods. A survey featuring critical reflection prompts was distributed to tenindividuals, including mentors, mentees, and peer mentors associated with the primary node, whoalso completed the same survey for each connection. Through

Conference Session

Special Session: Engineering Leadership—The Courage to Change

Collection

2024 ASEE Annual Conference & Exposition

Authors

Emily Moore, University of Toronto; Lisa Romkey, University of Toronto; Amin Azad, University of Toronto

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

disciplines, but rather require aninterdisciplinary approach. Originally conceptualized by Rittel & Webber [2], wicked problemsare problems with multiple stakeholders and competing demands, which often contain ethical,social, political, or environmental dimensions. They are challenging to frame and scope, giventhe lack of an obvious “stopping point” when the problem to solution process is complete.Wicked problems reflect pressing societal issues like climate change, transportation and urbandevelopment, healthcare and technological unemployment – problems that frequently engage thetechnical expertise of engineers but require a breadth of disciplinary knowledge outside ofengineering as well, requiring strong collaborative skills and an intellectual

Conference Session

Engineering, Ethics, and Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

James N. Magarian, Massachusetts Institute of Technology; John M. Feiler, Massachusetts Institute of Technology; Leo McGonagle, Massachusetts Institute of Technology; Eileen Milligan, Massachusetts Institute of Technology; Alexander Rokosz, Massachusetts Institute of Technology; Elizabeth Schanne, Massachusetts Institute of Technology; Reza S. Rahaman, Massachusetts Institute of Technology; Olivier Ladislas de Weck, Massachusetts Institute of Technology

Tagged Topics

Diversity

Tagged Divisions

Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

deliverables reflecting a partial recognition or incompletehandling of ethical dimensions, and those that submitted deliverables reflecting thorough navigationof ethical dimensions. These performance observations were possible because the activity involvedmaking resource choices linked to ethical implications, resulting in certain materials’ use (orabsence) evident in teams’ physical deliverables. Students’ post-activity reflections, submitted afterthey participated in an activity debrief, included indications of intended learning in a majority ofcases (83% of submittals) based upon a rubric. Drawing from activity observations and reflections,we discuss how teams’ ethical decision making appears to have been strained by various intendedpressures

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills

Collection

2024 ASEE Annual Conference & Exposition

Authors

Mohamed Razi Nalim, Indiana University-Purdue University Indianapolis; Danka Maric, Indiana University-Purdue University Indianapolis; Sharon Miller, Purdue University; Mohammadhossein Jamshidnejad, Indiana University-Purdue University Indianapolis; Lauren Christopher, Indiana University-Purdue University Indianapolis; Christine Krull, Indiana University-Purdue University Indianapolis; Eric W Adams, Indiana University-Purdue University Indianapolis; Shahrzad Ghadiri, Indiana University - Purdue University Indianapolis; Richard Vernal Sullivan, Indiana University-Purdue University Indianapolis; Cliff Campbell, Indiana University-Purdue University Indianapolis

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

discipline-based educational research, including design self-efficacy, project-based learning, critical reflection in ethics, and high-impact practices.Lauren Christopher, Indiana University-Purdue University Indianapolis Dr. Lauren Christopher attended Massachusetts Institute of Technology, where she received her S. B. and S. M. in Electrical Engineering and Computer Science in 1982, specializing in digital signal processing and chip design. She worked at RCAˆa C™s David SaChristine Krull, Indiana University-Purdue University IndianapolisEric W Adams, Indiana University-Purdue University IndianapolisShahrzad Ghadiri, Indiana University - Purdue University IndianapolisRichard Vernal Sullivan, Indiana University-Purdue University

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills

Collection

2024 ASEE Annual Conference & Exposition

Authors

Stacie Edington, University of Michigan; Michael Dailey, University of Michigan

Tagged Divisions

Engineering Leadership Development Division (LEAD)

, several barriers toimplementing these types of frameworks exist. First, many engineers continue to hold atraditional, hierarchical view of leadership and thereby may resist the notion that engineering is aleadership profession [7], [8]. Additionally, while many opportunities to gain experience exist,support is needed to provide students with more meaningful development through intentionalengagement and reflection [9]. Providing a comprehensive framework for competencydevelopment faces many challenges, including lack of shared curriculum across engineeringmajors, lack of faculty expertise or commitment to leadership development [10], difficultyimplementing efforts at scale, and misconceptions that leadership is a field best suited for studentsin

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

Kim Graves Wolfinbarger, University of Oklahoma; Javeed Kittur, University of Oklahoma

Tagged Divisions

Engineering Leadership Development Division (LEAD)

least once.Course description. Experiential Leadership is a “field-study” course, which at our universitymeans that students follow a common syllabus and structure but do not meet regularly as a class.Students individualize the syllabus to meet their own learning objectives. In consultation withcourse instructors and their mentor, they select readings, podcasts and videos; identify andpursue activities that promote capability development; and track their progress. The assignmentsincorporate elements of reflection, narrative exploration, learning with others through teamwork,and learning from industry professionals [2]. The course is graded.To create the Leadership Development Plan, each student reviews the descriptions of the JHLPleadership

Conference Session

Engineering, Ethics, and Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

Michelle Marincel Payne, Rose-Hulman Institute of Technology; Kenneth W. Lamb P.E., California State Polytechnic University, Pomona; Seth Claberon Sullivan, Texas A&M University

Tagged Topics

Diversity

Tagged Divisions

Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

taken [2]. The research ofEdmondson noticed that certain teams within the same hospital produced very differentoutcomes for the patients they oversaw. As she observed more closely why certain teams couldbecome a learning organization, she noticed that the teams did seven things positively. From theseven items she created a survey that a team could use to guide a reflection on where they are intheir growth towards becoming a learning organization.The seven survey items that Edmonson created are included in the appendix of this paper, butcan be summarized into the following categories of scenarios commonly encountered in teams:making mistakes, asking for help, taking small risks, discussing tough issues, respecting thecontribution of others

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills

Collection

2024 ASEE Annual Conference & Exposition

Authors

Anuli Ndubuisi, University of Toronto; Philip Asare, University of Toronto

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

focused onadministration and performance with the aim of effecting change within a multidisciplinaryengineering design project domain of influence [21]. Guided by the transformational leadershipmodel [20], the GED course focused on design as a humanistic process [22] while prioritizingcollaboration, communication and reflection throughout the design work. The GED course wasmandatory for second-year engineering science students with two requirements in year one thatfostered students’ leadership in team and local community settings respectively. The courseintroduced students to cultural awareness within the concept of culturally responsive design tosupport their global perspective development. The course was delivered in a hybrid format toabout 250

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

Kim Graves Wolfinbarger, University of Oklahoma; Javeed Kittur, University of Oklahoma

Tagged Divisions

Engineering Leadership Development Division (LEAD)

of conferences and journals focused on engineering education research. ©American Society for Engineering Education, 2024 Assessing Leadership Development through a Leadership Practice Project: A Work in ProgressThis work-in-progress practice paper describes the assessment of learning via a leadershippractice project for an upper-level engineering leadership course [1] offered at a large publicuniversity in the central U.S. The course features a mix of theory and practical application and isdesigned to teach skills students can use immediately, as well as concepts they may need later intheir careers. Learning is assessed through written reflections, a “managing oneself” essay, and

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership in Industry

Collection

2024 ASEE Annual Conference & Exposition

Authors

Jessica J. Li, University of Toronto; Andrea Chan, University of Toronto; Elham Marzi, University of Toronto; Emily Moore P.Eng., University of Toronto

Tagged Divisions

Engineering Leadership Development Division (LEAD)

. Theircommunication was also clear in supporting the team in executing project deliverables, includingmeaningful follow-up that articulated clearly what needed to be done.Leaders exemplifying effective communication was associated with thoughtful and calmcommunication style. Some participants reflected on less effective staff who were “aggressive[and] run very hot”. Other reflected that women especially needed to be calm and were implicitlyexpected by others to diffuse tension and maintain positive morale. Application of influenceOur conceptual framework looked at leadership in terms of the ways that influence was applied.In our interviews, some participants explicitly spoke about the need to influence or beinginfluenced by individuals without

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership in Industry

Collection

2024 ASEE Annual Conference & Exposition

Authors

Elizabeth Volpe, University of Florida; Denise Rutledge Simmons P.E., University of Florida

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

engineers and to highlight strategies for creating moreinclusive engineering imagery.This initiative is a part of a broader qualitative narrative study, focusing on the stories of sevenearly-career women civil engineers (within their first 0-4 years professionally). Data wasamassed through diverse methods, including semi-structured interviews, field observations,reflective diaries, and AI-generated illustrations of participants' dream workplaces. The researchunderscores the essence of inclusive engineering environments, championing the creation ofparticipant-inspired spaces via AI visualizations. Findings reveal that these women picture theiroptimal engineering spaces as vibrant, lively, and cooperative havens. Alongside advocating foropen-concept

Conference Session

Special Session: Engineering Leadership—The Courage to Change

Collection

2024 ASEE Annual Conference & Exposition

Authors

Marnie Jamieson, University of Alberta; John R. Donald P.Eng., University of Guelph

Tagged Divisions

Engineering Leadership Development Division (LEAD)

paper entitled Engineering Leadership: Bridging the Culture Gap in EngineeringEducation [1] we argued that a major barrier to change in engineering education, including theincorporation of engineering leadership into the curriculum, is the culture that exists in ourinstitutions. We proposed that the elements and dynamics of this culture can be examined in theform of co-contraries (or opposites that need each other) and that the relative emphasis in theseco-contraries reflects the engineering educational culture in a department, an institution or inengineering education as a whole. Example cultural co-contraries identified include: the powerdistance dynamic between the student and the professor; the nature of the distribution of effortbetween

Conference Session

Engineering, Ethics, and Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

Farnoosh B. Brock, Prolific Living Inc.; Jessica Koehler, Wake Forest University; Andy Brock, Prolific Living; Olga Pierrakos, Wake Forest University and National Science Foundation

Tagged Divisions

Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

mechanisms, and habits/patterns that no longerserve us in a professional environment. A sample scenario used in this session is below. Thisscenario enables students to feel the power of both (1) self-awareness and (2) blind spots andhow ignoring a blind spot can become a barrier to deeper relationships with their ecosystem.Sample Scenario: We explored conversations with superiors - executives, upper management -and their body language / facial expressions in response to our request and reflection on whatmay have been a blind spot on our part. This is a way to sharpen your self-awareness byunderstanding the impression you make on your ecosystem and how to elicit the desired outcomeby improving on your blind spots. A strategy to learn about your blind

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership in Industry

Collection

2024 ASEE Annual Conference & Exposition

Authors

B. Michael Aucoin, Texas A&M University

Tagged Divisions

Engineering Leadership Development Division (LEAD)

professionals who will enter management and leadership roles. Nonetheless, research andanecdotal experience have indicated that both students and practicing professionals shy away fromstrategic networking, a stance that can hinder their careers. This paper reports on work-in-progress ofdesign and evaluation of course interventions to promote strategic networking among undergraduateengineering students. These experiences are part of a course in Engineering Leadership at Texas A&MUniversity. This paper offers first a literature review and then detail on our course content, networkingactivities, and a reflection connected with effective strategic networking for this class. Mixed-methodsanalysis of the results of student surveys provide insights of

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills

Collection

2024 ASEE Annual Conference & Exposition

Authors

Vicente Valenzuela-Riquelme, Universidad Andres Bello, Chile; Maria Elena Truyol, Universidad Andres Bello, Chile; Camila Zapata-Casabon, Universidad Andres Bello, Chile

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

done through interviews with students, thereby generating the version ofthe instrument used in this pilot study.At this stage of the validation process, the instrument's reliability presents a Cronbach's alphaof 0.860, reflecting high item consistency. However, the reliability calculated for the differenttheoretical dimensions of the instrument shows some Cronbach's alpha values that are notsatisfactory (Table 1). Therefore, as the validation work on the instrument continues, resultswill only be reported for the "Developmental leadership," "Conventional-positive leadership,"and "Conventional-negative leadership" dimensions, which are also the most relevantaccording to the objectives set for the current study. Table 1. Instrument

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership

Collection

2024 ASEE Annual Conference & Exposition

Authors

Brainerd Prince, Plaksha University; Sumita Ambasta; Vinayak Krishan Joshi, Plaksha University

Tagged Divisions

Engineering Leadership Development Division (LEAD)

world problems like economicgrowth, environmental challenges, public health etc. [5].Since innovation is one of the primary goals of engineering education, it becomes importantto look at the strategies being used by educators to make students innovate. According toframework provided by Dekoninck [7], there are 5 skills needed for innovation namely:tenacity, creativity, independence, decision-making (risk analysis, intuition) and leadership.Similarly, other scholars have also identified competencies like creativity, decision-makingcollaboration, reflection and technological expertise as the primary requirements forinnovation [8],[9].However, according to Palomera-García [10] there is a glaring flaw in engineering educationregarding the absence