Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Amadin Osagiede, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Benjamin Ahn, Purdue University, West Lafayette

Tagged Divisions

Engineering Leadership Development Division

areas and organized to provide students with understanding andexperience applying engineering leadership principles, practices, and tools in a multiculturalcontext. Students are required to complete seven credit hours of core courses and nine credithours consisting of one experiential course and other elective courses of their choosing (SeeAppendix A).Core classes (Student Leadership Development, Planning for Leadership Development,Portfolio: Experiential Engineering Leadership and Reflection on Engineering Leadership)within the minor will be offered in-house and allow students to work closely with faculty andstaff, in the College of Engineering, in the development of engineering leadership portfolios(discussed in details below) and reflections

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Simon Pitts, Northeastern University; Steve McGonagle, Northeastern University; Steven W Klosterman, Northeastern University

Tagged Divisions

Engineering Leadership Development Division

be an effective leader. Through reflection and self-assessment, the Gordon Candidates begin to understand their own strengths and weaknesses, preferred styles, biases and potential blind spots. Customized development plans and regular mentoring sessions serve to increase the Candidates’ ability to perceive and effectively deal with the range of personalities they face within diverse teams. For example, conflicts created by the contrasting personal styles of individual team members can be mitigated with appropriate empathy, coaching and direction.  Knowledge, Skills and Attitudes to Successfully Lead Engineering Teams: The next level targets the development and mastery of best practices

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Chris Carlson-Dakes, University of Wisconsin, Madison; Gregory W Harrington, Dept of Civil & Environmental Engineering, Univ of Wisconsin - Madison

Tagged Divisions

Engineering Leadership Development Division

   In The Courage to Teach, Parker Palmer explores an approach to educational transformationby engaging in deep inquiry of fundamental questions of what, how, why, and who (Palmer1998). We often start out with content and curriculum – the what that is being taught. If wedig a bit deeper, we begin to consider pedagogical structures – the how we are teaching thewhat. Occasionally, we may ask why we are teaching what we teach. Rarely, however, dowe get to the point of reflecting and sharing the personal values present in our teaching andlearning endeavor – the root questions of who are we as teachers, and equally important,who are our students as learners? These three elements – curricular content (what),pedagogical structure (how), and personal

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Diana Bairaktarova, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Glen DePalma, Purdue University; Pouneh Eftekhari

Tagged Divisions

Engineering Leadership Development Division

. 5However, in their midterm reflections, the mentors hardly ever talk about mentorship andleadership. One out of 49 participants stated that having the opportunity to be a peermentor has allowed her to grow as a leader. They didn’t use any verbs such as “lead”,“mentor”, “instruct”, or “guide”. Only one peer mentor saw the reflections as anopportunity to continue practicing her strengths as a mentor and to grow in areas. Onlyone mentor stated that being able to work alongside the first-year engineering studentsand to pass on knowledge from the first-year has been a great way to give back to thecommunity and the university. Table 3 displays how the mentors ranked themselves in qualities of being a leader.It presents similar results as those in

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Toby Egan, Purdue School of Engineering & Technology

Tagged Divisions

Engineering Leadership Development Division

degree of moralobligation in the workplace. As such, conscientious individuals value truth and honesty, and areless likely to engage in corruption. Such predispositions connect conscientiousness and thepattern of conduct commonly associated with leader coaching behavior. Judiciousness,reliability, achievement motivated, accountable, deliberate, self-disciplined, persistence, andthoroughness are key aspects of conscientious individuals. 27Because individuals exhibiting conscientiousness are oriented toward goals and maintainingdetails they are commonly well organized. 32 Conscientious leaders may more often tend tocommunicate standards and clear priciples to followers. Conscientious leaders tend to manageboth time toward reflection and feedback

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

David Bayless, Ohio University

Tagged Divisions

Engineering Leadership Development Division

provides added value for the particular practicing engineer in his field? Why? 2. What experience(s) would be valuable for a new engineer in the field of practice for this particular engineer? Why? 3. How would you (the student) go about seeking a job in this particular field of engineering practice?Each question, at first glance, seems to point to a specific answer or set of answers, and thusseems “closed.” But upon further reflection, the second part of the question made them open-ended. The freshmen would have to understand potential classes and experiences to understandhow they would be useful in a future career environment. For freshmen, this was a dauntingchallenge. They were marginally familiar with the curriculum, but

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Kirsten S. Hochstedt, Penn State University ; Andrew Michael Erdman, Pennsylvania State University; Richard John Schuhmann, Gordon–MIT Engineering Leadership Program

Tagged Divisions

Engineering Leadership Development Division

and facilitator vs. “the sage onthe stage”), and the class is accompanied by a laboratory where students actively apply andpractice the material they learn in class. Anecdotally, student-written assessment comments tothe instructor at the end of the semester often reflected that students felt they had worked harderper credit in the leadership principles class than in their other classes, but that this extra effortwas worth it. Electively taking and working harder in a non-required class requires intrinsicmotivation. Given the rich literature on the power of intrinsic motivation17, 18 and its effect on Page 23.851.14passion, interest, and