Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Meg Handley, Pennsylvania State University, University Park; Dena Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University

Tagged Divisions

Engineering Leadership Development Division

Paper ID #18730First Impressions: Evaluating Student Performance in Demonstrating Engi-neering LeadershipDr. Meg Handley, Pennsylvania State University, University Park Dr. Handley is currently the Associate Director of Engineering Leadership Outreach in the School of Engineering Design, Technology, and Professional Programs at Penn State University. Meg received her PhD from Penn State University in Workforce Education where she studied interpersonal behaviors associated with engineering leadership. At Penn State, Meg teaches in the undergraduate Engineering Leadership Development Minor and the Engineering Leadership

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

David Bayless, Ohio University

Tagged Divisions

Engineering Leadership Development Division

Paper ID #18207Engineering Leadership Development using an Interdisciplinary Competition-based ApproachDr. David Bayless, Ohio University Dr. Bayless is the Gerald Loehr Professor of Mechanical Engineering and the Director of Ohio Uni- versity’s Coal Research Center, part of Ohio University’s Center of Excellence in Energy and the Envi- ronment. He is also the director of the Robe Leadership Institute and director of the Center for Algal Engineering Research and Commercialization (an Ohio Third Frontier Wright Project) He is engaged in the development of energy and environmental technology such as producing algal-based

Conference Session

Engineering Leadership Development: Theories, Models, Frameworks, and Tools

Collection

2017 ASEE Annual Conference & Exposition

Authors

William J. Schell IV P.E., Montana State University; Bryce E. Hughes, Montana State University

Tagged Divisions

Engineering Leadership Development Division

% 15% 10% 5% 0% Engineering (n=72) Other STEM (291) Non‐STEM (1201) Figure 8 - Leadership setting, by major groupImplications and ConclusionsThe challenges facing society in the 21st Century will require technological innovations andvisionary leadership; thus, colleges and universities need to train engineers who can serve asengineering leaders. However, the process of professional formation in engineering tends to leadto engineers who dislike leadership, with a perception that engineers solve problems for others,not identify problems to solve themselves. This paper presents an identity-based model forincorporating leadership into engineering

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Alan R. Parkinson, Brigham Young University; Gregg Morris Warnick, Brigham Young University; Randall Davies, Brigham Young University

Tagged Divisions

Engineering Leadership Development Division

Paper ID #18217Student Perceptions and Attitudes Towards a Required vs. an Optional Coursein LeadershipDr. Alan R. Parkinson, Brigham Young University Alan Parkinson was dean of the Ira A. Fulton College of Engineering and Technology from 2005 to 2016. Previously he served as chair of Mechanical Engineering from 1995 to 2001.Dr. Gregg Morris Warnick, Brigham Young University Gregg M. Warnick is the Director of the Weidman Center for Global Leadership and Associate Teaching Professor of Engineering Leadership within the Ira A. Fulton College of Engineering and Technology at Brigham Young University (BYU). The center

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Aaron S. Gordon, Clemson University; Jeffery M. Plumblee II, Clemson University; Claire L. A. Dancz, Clemson University

Tagged Divisions

Engineering Leadership Development Division

-driven pro- gram that provides sustainable solutions to improve the quality of life of those in developing countries. Plumblee is the Founding Advisor for Tigers for Multigenerational Technology Implementation, which is a partnership with a local retirement community to develop tech-based solutions for aging populations. He also serves as Director of Clemson’s Grand Challenge Scholars Program.Dr. Claire L. A. Dancz, Clemson University Dr. Claire L.A. Dancz is a Research Assistant Professor at Clemson University. Dr. Dancz’s research interests include developing active, experiential-learning activities on topics of NAE Engineering Grand Challenges, UN Sustainable Development Goals, sustainability for civil engineers

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Ricky T. Castles, East Carolina University

Tagged Divisions

Engineering Leadership Development Division

exercises inengineering education laboratories has evolved over the years with technology, but thelaboratory remains one of the most important places where students learn not only technicalskills, but also how to work with people, how to present data properly, and how to developstrategies to accomplish a shared goal. Feisel and Rosa [7] indicate that the objectives oflaboratory exercises are not clearly defined in many cases, but they outline 13 broadly applicableobjectives that may be applied to almost all engineering education laboratories. Their 11thobjective is in the area of teamwork where they suggest that engineering laboratories shouldteach students to “work effectively in teams including structure individual and jointaccountability, assign

Conference Session

Engineering Leadership Development: Theories, Models, Frameworks, and Tools

Collection

2017 ASEE Annual Conference & Exposition

Authors

Jiabin Zhu, Shanghai Jiao Tong University; Hu Yu, Shanghai Jiao Tong University; Tianyi Zheng, Shanghai Jiao Tong University

Tagged Divisions

Engineering Leadership Development Division

50 18Decision-making 46 14Collecting information 41 20Seeing the big picture 35 16Feasibility analysis 31 14 Most engineers talked about the necessity to understand customers’ needs beforeproceeding with a project. To understand customers’ needs can include understandingtheir goals, specific requirements, their criteria for a project, and problems that need tobe solved. In terms of understanding customers’ needs, Ishmael, having worked ininformation technology for ten years, pointed out that

Conference Session

Engineering Leadership Development: Theories, Models, Frameworks, and Tools

Collection

2017 ASEE Annual Conference & Exposition

Authors

J. S.. Shelley, California State University, Long Beach; Kenneth Wayne Santarelli P.E., California State University, Long Beach; Christopher R. Warren, California State University, Long Beach; Amelia Bahrami, California State University, Long Beach

Tagged Divisions

Engineering Leadership Development Division

high-GPA, honors track, or other special categories. It has beendesigned with the goal of transforming typical engineering transfer students into graduatescapable of rapidly assimilating into high performing professional environments. The programdesign was informed by an industry/community needs assessment as well as the AccreditationBoard for Engineering and Technology (ABET) standards. Program design addressesleadership, professionalism, and communication skill with equal importance to the engineeringskills. The sets of tools applied include leadership development tools such a personalityassessment, a proprietary strength finder tool, and curriculum tools such as active learningstrategies, learning communities and technical presentation