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Developing Engineering Leaders Using a Reflective Autobiographical Exercise

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: David Niño, Massachusetts Institute of Technology
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

Paper ID #17468Developing Engineering Leaders Using a Reflective Autobiographical Exer-cise ˜ Massachusetts Institute of TechnologyDr. David Nino, David Ni˜no, Ph.D., is a Senior Lecturer in the Bernard M. Gordon-MIT Engineering Leadership Program, where he has a strong commitment to the development of leadership among undergraduates and graduate students across MIT and among engineers, more broadly. In addition to MIT teaching, he is active in an international consortium of engineering leadership centers and a founding officer of the Engineering Leadership Development Division of the American Society of

Relevance Score: 3.1313877

Integrating a Capstone Leadership Project and the S-Triangle Pedagogy to Guide Engineering Leadership Development Education

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: David Bayless, Ohio University
Tagged Divisions: Engineering Leadership Development Division

students themselves reflected that theapproach presents a more “formulaic” method to leadership compared to similar offerings theyhad received. They noted that while the approach is not truly algorithmic, it has aspects that areallow more logical thinkers to implement while developing the soft skills needed to be effectiveleaders. This paper will explore both the reasons for the student’s conclusions and how otherprograms could adapt this approach in a variety of leadership development situations.IntroductionThe approach described in this paper towards engineering leadership development is a single-semester class experience for selected student leaders, all with significant previous leadershipexperiences. Therefore, while the information presented

Relevance Score: 0.027628368

Completing the Pass: Leadership 'On' and 'In' the Field

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Mary B. Vollaro, Western New England University; Robert R. Klein, Western New England University
Tagged Divisions: Engineering Leadership Development Division

academic levels, reflecting the different‘constituencies’ the engineering students may see in the workplace.The Western New England University football team consists of 125 players, including a largenumber of first-year students who need to be acclimated to the team and its culture. The team isstructured around eight position groups, representing skill-area specialists-- quarterbacks,receivers, running backs, offensive line, defensive line, linebackers, cornerbacks, and safeties.For each of the sub-groups, there is a designated captain, an experienced, upper-class player whohelps guide the development and performance of that segment of the squad. Last fall, three of thecaptains were upper-class engineers: captains of the offensive line, defensive

Relevance Score: 0.019156827

How are Social Media, Engineering and Leadership Related to One Another from a Student Perspective?

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Jed S. Lyons, University of South Carolina
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

were the Engineering Disciplines Team Concept Map, Hand PumpLaboratory Team Report, Simply Supported Beam Laboratory Report, Alpine Tower StaticsLaboratory Wiki and Grand Challenges Video Project.A team leader was designated for each of these five assignments, which provided every studentwith an opportunity for an intentional leadership experience. As the first assignment was given,the instructor led a class discussion on the roles of team members and team leaders. After thedeliverables for team assignments were submitted and in order to reflect individually on theexperience, students were required to submit a Self-Reflection using a journaling tool inBlackboard. The intent of these structured reflections was to reinforce and foster

Relevance Score: 0.01791957

‘Lion Leadership Lessons Video Series’ - Delivering Engineering Leadership Lessons to a Broad Audience

Conference Session: Innovation in Engineering Leadership Education
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Dean H. Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University; Meg Handley, Pennsylvania State University, University Park
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

leadership and teamwork11.Developmental bibliotherapy (guided reading) is a tool that uses fictional written stories to helpdevelop social, emotional, or psychological growth at all levels of development12-13. In 1949,Shrodes identified four stages of developmental bibliotherapy: 1) identification - where thereader identifies with a character in a story; 2) catharsis - when a reader is able to experience theemotions of the character of the story; 3) insight – a deeper understanding which is achievedthrough reflection on the identification that the reader makes with the characters and situations ofthe story; and 4) universalization - when a reader is able to apply the insights the reader hasgained through reflection to situations they encounter in

Relevance Score: 0.01773947

Leadership Attitudes and Beliefs of Students Enrolled in an Engineering Leadership Course

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Kim Graves Wolfinbarger, The University of Oklahoma; Rui (Celia) Pan, Toyota Financial Services
Tagged Divisions: Engineering Leadership Development Division

differential effects of the instructors’ approaches.BackgroundCourse description. The course examined for this study is taught through a combination ofmethods, including directed readings, classroom discussions, activities, reflective writing, andpresentations by guest speakers. Students in both sections learn about self-management, values,centralized and decentralized organizational structures, the leadership vs. management debate,implicit bias, women in leadership, and creating a culture of participative decision-making.Guest speakers from a range of industries and levels of experience present to both sections andhave lunch with students. The students’ learning culminates in a team project.Instructor A’s section emphasizes class discussion

Relevance Score: 0.017134387

'I Survived the Crisis!' - Using Real World Scenarios to Teach Crisis Leadership Skills to Undergraduate Engineering Students

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Eva Andrijcic, Rose-Hulman Institute of Technology; Julia M. Williams, Rose-Hulman Institute of Technology
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

hour experience inwhich they assume roles of leadership in a community, business or an organization. There areseveral major learning objectives of this simulation: i) students are introduced to differentleadership styles and forced to discover that many of the leadership assumptions that hold true inbusiness-as-usual situations are violated in a crisis; ii) students learn how to utilize and allocatelimited resources and make necessary trade-offs; iii) students are exposed to situations in whichthey have to question the ethical implications of their decisions and determine what risks areacceptable and tolerable. Through a post-simulation reflection activity led by volunteer facultyand staff, as well as the local Emergency Services personnel

Relevance Score: 0.014077336

Developing the Global Engineering Leader at a Leading Engineering Institution in the Southeast

Conference Session: Innovation in Engineering Leadership Education
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Adjo A Amekudzi-Kennedy, Georgia Institute of Technology; Reginald DesRoches, Georgia Institute of Technology; Susan E Burns P.E., Georgia Institute of Technology; Laurence J. Jacobs, Georgia Institute of Technology; Janille A Smith-Colin P.E., Georgia Institute of Technology; Wes Wynens, Georgia Institute of Technology; Lisa Gail Rosenstein, Georgia Institute of Technology
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

of the strategic plans of the various engineering schools. Table1 provides a list of leadership-focused objectives and strategies within the strategic plans of theInstitute, College of Engineering and selected engineering schools reflecting the broad focus onthe development of leaders and expansion of global influence. These strategic plan elements arewell aligned with the National Academy of Engineers’ Vision for the Engineer of 2020, whichincludes the following attributes (1): (1) Technical proficiency (2) Broad education (3) Global citizenship (4) Ethical grounding (5) Ability to lead in business and public service.These strategic plans and the NAE vision were foundations for the development of the GELMinor

Relevance Score: 0.01267105

Achieving Excellence in Master of Engineering Education: A Case Study of National University of Defense Technology’s Practice

Collection: 2016 ASEE Annual Conference & Exposition
Authors: Fu Zhongli, National University of Defense Technology; Huang Zhang, NUDT in China; Tong Wu, Center for National Security and Strategic Studies (CNSSS), National University of Defense Technology (NUDT); Lini ZHOU, Center for National Security and Strategic Studies, National University of Defense Technology; Jianchuan Li, National University of Defense Technology; Lian Lin, National University of Defense Technology; wang yang, Continuing Education College, National University of Defense Technolgy(NUDT)
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

-contained unit and generated labels to reflect its initial meaning. Third, we identifiedrelationships among labels and generated categories. These categories were constantlycompared to other categories, with the goal of grounding the categories in the data. Weconstantly compared responses for similarities and differences and asked questions: What isgoing on here? What category or what property of category does this incident indicate? Whatis actually happening in the data17? In the fourth phase of analysis, relationships between thecategories were examined and then collapsed under a construct (higher-level category) thatexplained most of the variation in the data3. The above steps led to the development of codebooks for Character, Technical

Relevance Score: 0.011613209

Values-Congruent vs. Values-Artifact Leadership: How Are They Different?

Conference Session: Assessment of Engineering Leadership Skills
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Gary L. Winn, West Virginia University; Jeremy M. Slagley, Indiana University of Pennsylvania
Tagged Divisions: Engineering Leadership Development Division

manifested because it’s the right thingto do, it reflects authentic leadership and not just literature and business cards. This authenticleadership leads to authentic values-driven culture.The values-driven culture is essential for safety because the safety professional or projectengineer is not omnipresent to the workers to direct every behavior. Every individual mustbecome a leader. Authentic leaders can exist at all levels of an organization; a forklift driverdoes not need the title CEO or foreman to manifest his actual values in voluntarily instructing anew employee in the virtues of inspecting the truck’s brakes every day whether the rules requireit or not.Organizational leaders, including those directly responsible for safety, must act

Relevance Score: 0.011613209

Mixed Method Study of the Evolution of Leadership Traits during a Leadership Experience

Conference Session: Assessment of Engineering Leadership Skills
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Luisa Ruiz Mendoza, University of Texas - El Paso; Leonardo Orea-Amador, University of Texas - El Paso; Meagan R. Kendall, University of Texas - El Paso
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

experience, where students are expected to observe, apply, and reflect upon topicscovered academically5. The intent of this study, therefore, is to determine the level of leadershipdevelopment students’ benefit from during such an opportunity to practice their leadership skillsintegrated into their engineering curriculum.Method In the spring of 2015, four E-LEAD students were recruited for the internship with theH.O.T Summer Conference. The E-LEAD students were divided into pairs to prepare andimplement workshops for local minority middle and high school students - one pair focused onthe middle school program and the other on high school. The four male students were ofHispanic ethnicity and they had finished their first year in the E-LEAD

Relevance Score: 0.011494096

Impact of an Extracurricular Activity Funding Program in Engineering Education

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Emily Ann Marasco, University of Calgary; Robyn Paul, University of Calgary; Stephanie Hladik, University of Calgary; Marcela P Rodriguez, University of Calgary; Laleh Behjat P.Eng., University of Calgary; Lynne Gradon Cowe Falls P.Eng., University of Calgary
Tagged Divisions: Engineering Leadership Development Division

report. Students must report back to the fund indicatinghow the awarded funds were spent and how they brought their experience and knowledge backto campus. All successful applicants must submit a final report afterwards describing the impacton their learning experience, a reflection on their personal and leadership development goals, anda description of their contribution.Impact on the Engineering LeadershipSince its inception ten years ago, the SSAF has provided support for an immense variety andnumber of student activities. These opportunities range from local to international, and provideleadership development possibilities to hundreds of students each year. In 2015, 471 studentsreceived funding to pursue activities and opportunities of their

Relevance Score: 0.009578413

Sports, arts and concrete canoes: Engineers learning to lead outside the formal curriculum

Conference Session: Innovation in Engineering Leadership Education
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Cindy Rottmann, University of Toronto; Robin Sacks, University of Toronto; Mike Klassen, Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve, University of Toronto
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

< 1 hour commute: 20% variable > 1 hour commute: 21%Our sample reflects the population of undergraduate students enrolled in the faculty ofengineering in terms of year, program and sex. No population level data was available in thefaculty’s annual report on our other two demographic variables: ethno-cultural identity andcommuting distance.FindingsOverall, we found that undergraduate engineering students who engaged in a range of non-classroom activities reported significant gains in their engineering skills, leadership skills,engineering identity and leadership identity. We present our findings in greater detail

Relevance Score: 0.009578413

Developing a Professional and Personal Network as a Method for Deepening Lessons in Engineering Leadership

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Steven W Klosterman, Northeastern University
Tagged Divisions: Engineering Leadership Development Division

as the Myers-Briggs TypeIndicator (MBTI), suggest the typical engineer tending towards a preference for introversion asgeneralized below16. “I like getting my energy from dealing with the ideas, pictures, memories, and reactions that are inside my head, in my inner world. I often prefer doing things alone or with one or two people I feel comfortable with The following statements generally apply to me: o I am seen as "reflective" or "reserved." o I feel comfortable being alone and like things I can do on my own. o I prefer to know just a few people well. o I sometimes spend too much time reflecting and don't move into action quickly

Relevance Score: 0.00829515

Charting the Landscape of Engineering Leadership Education in North American Universities

Conference Session: Assessment of Engineering Leadership Skills
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Mike Klassen, Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve, University of Toronto; Cindy Rottmann, University of Toronto; Robin Sacks, University of Toronto; Annie Elisabeth Simpson, Institute for Leadership Education in Engineering, University of Toronto; Amy Huynh, Institute for Leadership Education in Engineering, University of Totonto
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

social impact-focused programs werethe most likely to emphasize organizational forms of leadership (although not to anextreme), possibly reflecting a broader systems view of engineering’s potentialcontribution to society.Cluster 3 – Influencing core curriculumThe third and final cluster that was observable included the two programs explicitlyfocused on engaging all engineering students in leadership education. This involvesfaculty buy-in and relationships with key administrators that are fundamentally differentto developing small, targeted programs using self-selection mechanisms to recruitparticipants. Given the focus on undergraduate students, both of these programs are usinga wider range of strategies: teaching mandatory courses on leadership

Relevance Score: 0.008127553

Listening and Negotiation

Conference Session: Listening and Negotiation
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Janet Callahan, Boise State University; Mary E. Besterfield-Sacre, University of Pittsburgh; Jenna P. Carpenter, Campbell University; Kim LaScola Needy P.E., University of Arkansas; Cheryl B. Schrader, Missouri University of Science and Technology
Tagged Topics: ASEE Diversity Committee, Diversity
Tagged Divisions: Continuing Professional Development, Engineering Leadership Development Division, New Engineering Educators, Student, Women in Engineering

few days later and included the two itemsshe had requested. The salary was not quite the level Sarai had hoped for, but given her interestin remaining in the region and her success in receiving funding for both of her requests, shedecided against negotiating for a higher salary. All in all, the negotiation workshop had, in hereyes, paid off. Without it, she reflected, she would have just accepted the verbal offer withoutarticulating what else she needed to help her succeed in this new position.Administrative Level NegotiationsCase 3: College level budget negotiationState U had just hired a new provost. He was a biologist and one of his platforms was to launch anew STEM program. The university had, however, been weathering budget crises for