Conference Session

Advancing Research on Engineering Leaders’ Confidence, Careers, and Styles

Collection

2019 ASEE Annual Conference & Exposition

Authors

Cindy Rottmann, University of Toronto; Doug Reeve P.Eng., University of Toronto; Serhiy Kovalchuk, University of Toronto; Mike Klassen, University of Toronto; Milan Maljkovic; Emily L. Moore, University of Toronto

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

four engineering-intensive organizations, asking them to identify 3-4 senior engineers with a range of career pathswho had graduated prior to 1992. We also asked them to be mindful of demographic diversitywhere possible. The four organizations represented the following industries: Chemicalprocessing, manufacturing, consulting/mining, and software. To ensure the inclusion ofengineers who had followed less traditional paths, we also reached out to senior engineersemployed in public service, finance, university leadership and social impact enterprises. In theend, 28 senior engineers consented to participate. Despite our intention to diversify our sample

Conference Session

Advancing Research on Engineering Leaders’ Confidence, Careers, and Styles

Collection

2019 ASEE Annual Conference & Exposition

Authors

Michele Fromel, Pennsylvania State University; Matthew Bennett; Lei Wei, ELIM program, Pennsylvania State University; Meg Handley, Pennsylvania State University, University Park; Dena Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, Pennsylvania State University, University Park

Tagged Divisions

Engineering Leadership Development

Engineering Science, Industrial Systems Participant 8 Unknown Upper Lvl Mngmnt Mechanical and Environmental Engineering Each of the researchers conducted 2-3 interviews and completed the correspondingtranscriptions. In order to analyze data consistently among team members, a codebook wasdeveloped. This was based on the initial analysis of several interviews and the identification ofcommon key words and phrases, or “codes.” Each interview transcription was read with thesecodes in mind, and quotes aligning with each code were identified and tabulated

Conference Session

Creating Impactful Learning Experiences for Engineering Leaders

Collection

2019 ASEE Annual Conference & Exposition

Authors

B. Michael Aucoin, Leading Edge Management, LLC; Dennis Arthur Conners

Tagged Divisions

Engineering Leadership Development

parts of engineering practice. In describing the foundation of the practice, Koen [19,p. 10] defines the engineering method as, “the strategy for causing the best change in a poorlyunderstood or uncertain situation within the available resources.” One could succinctly use thewords optimization or innovation in place of the Koen definition. Furthermore, change thecontext or application and this portrayal of the engineering method is equally meaningful to thepractice of leadership! In a nutshell, we have identified solid and robust common groundbetween engineering and leadership. To follow this theme in more detail, let us consider the Lucas and Hanson [20] list of sixelements that they call engineering habits of mind. In other words, the

Conference Session

Continuous Improvement in Engineering Leadership Development Programs

Collection

2019 ASEE Annual Conference & Exposition

Authors

C. Fred Higgs III, Rice University; Kaz Karwowski, Rice University; David Allen Van Kleeck, Rice University ; Thomas Edward Phalen Jr., Rice University; Gayle Moran; Cesare Wright, Rice University; James Philip Hennessy, Rice University

Tagged Divisions

Engineering Leadership Development

university. These are Research, Industry,Pathways that are non-engineering, and Entrepreneurship. These career directions are called“RIPE,” an acronym that is a play on a word that represents our goal for RCEL to help engineeringstudents progress from immaturity to maturity in terms of leadership and management preparation.It is RCEL’s strategy that by allowing students to apply the fundamental leadership courseprinciples in the short-term and long-term context of their chosen RIPE career paths, the studentswill be more likely to graduate with a mission-minded drive to progress into leadership. The hopeis that they will begin to agree that ethical, technical leadership is key for an organization toflourish. Thus, they will see themselves as the

Conference Session

Continuous Improvement in Engineering Leadership Development Programs

Collection

2019 ASEE Annual Conference & Exposition

Authors

Seth Claberon Sullivan, Texas A&M University; Beth Koufteros, Texas A&M University

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

Paper ID #25944Meaning and Impact: A Review of Personal Leadership PortfoliosMr. Seth Claberon Sullivan, Texas A&M University Seth Sullivan is the Director of the Zachry Leadership Program in the College of Engineering at Texas A&M University. Prior to joining the university, he worked in consulting in the private sector and as an analyst in the U.S. Government. He’s earned master’s degrees in business administration and international affairs and a bachelor’s of science in industrial distribution.Beth Koufteros, Texas A&M University Beth Koufteros is the Assistant Director of the Zachry Leadership program at