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

The Challenges of Developing Engineering Management and Leadership Curriculum for Students Planning RIPE Careers. David VanKleeck, Kazimir Karwowski, Tom Phalen, Gayle Moran, Cesare Wright, Jim Hennessey, *C. Fred Higgs III1,2 Rice University Rice Center for Engineering Leadership (RCEL) 1 Mechanical Engineering Department, 2Bioengineering Department Proposed ASEE LEAD Track: Work in progressIncreasingly, engineering leadership and programs are seeing broad ranges of students interestedin pursuing grand challenge and blue-sky type opportunities to ‘change the world

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

David Niño, Massachusetts Institute of Technology

Tagged Divisions

Engineering Leadership Development

, what we have achieved, andwhat may lie ahead in terms of challenges and opportunities. Like a “State of the Union” address,it provides a personal perspective, but a perspective informed from working alongside manyother officers since the origins of our division. I describe how two engineering professors,inspired by two publications on engineering leadership education, decided to lead the formalprocess of establishing our division within ASEE. While this was happening, a separate group ofengineering leadership educators were planning a national conference on engineering leadershipthat, among other things, served to signal that our academic field was rapidly evolving as avaluable innovation in the development of future engineers. These were two

Conference Session

Designing and Implementing Leadership Development Experiences for Engineering Students

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

John Donald, University of Guelph; Paul C. Hungler, Queen's University; Kaitlyn Brant, Queen's University ; Stephanie Diane Shaw, University of Guelph

Tagged Divisions

Engineering Leadership Development

Future Planning/Career 20 Progression 10 Intellectual Development/Continuous 0 Learning 3 5 7 9 Entrepreneurship/Innovation Week#Figure 4: Application of reflection in student life as reported in the weekly reflectivesurveys.4.2 Meta-reflection – Area of ApplicationThe students carried out meta-reflection exercises at

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Harindra Rajiyah, California State University, Sacramento; Lorenzo M. Smith Ph.D., California State University, Sacramento; Susan L. Holl, College of Engineering & Computer Science, California State University, Sacramento

Tagged Divisions

Engineering Leadership Development

worked on his M.S. in Mechanical Engineering at Wayne State University, graduating in 1993. Following his long-term plan first seeded during his undergraduate years, Dr. Smith left Ford Motor Company in order to pursue a Ph.D. in En- gineering Mechanics at Michigan State University. After completing all required course work by 1996, Dr. Smith accepted a sheet metal formability analyst position at General Motors Corporation. While at General Motors, Dr. Smith completed his dissertation entitled ”Solid Finite Elements for Sheet Metal Forming Simulation” and graduated in 1999, earning his Ph.D. In early 2000, Dr. Smith joined Oxford Automotive in Troy, MI where he continued to refine his skills as a sheet metal

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

compile the list, one researcher read all of theportfolio narratives, noting which activities or experiences each student described and totalingthe number of times each activity was mentioned.FindingsOur review of the portfolio narratives revealed 27 different activities or experiences described bystudents as being among the most meaningful parts of the program. Some were entire retreats,while others were brief, organic experiences that we did not even plan. Of the 27 total activitiesor experiences, only five were described by four or more students as being among the mostmeaningful for him/her. Figure 1 (below) lists the most prevalent activities or experiences andthe number of students who mentioned them. Figure 1: Most

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Ronald J. Bennett F.ABET, University of St. Thomas; Eugene Joseph Audette, University of St. Thomas; Elaine R. Millam, WorkWise Coaching & Consulting; Alanna K. Moravetz JD, Alanna Consulting LLC; Sheryl Niebuhr, University of St. Thomas and Sheryl Niebuhr Consulting LLC

Tagged Divisions

Engineering Leadership Development

Dr. Elaine R. Millam, is an executive coach and educator specializing in leadership development, organi- zational effectiveness and character-based practices for leaders and teams. Her work focuses on helping clients (businesses and individuals) achieve positive, long-term change in leadership behavior as well as plans for realizing their future vision. She earned her PhD in Organizational Leadership at the University of St. Thomas, has two Master’s degrees in Industrial Relations and Educational Psychology from the University of Minn. Beyond her degrees, she has certifications in multiple leadership assessment tools. Elaine has over 20 years of experience as an executive in Human Resources and Organizational Devel

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Seema C. Shah-Fairbank, California State Polytechnic University, Pomona; Jeyoung Woo P.E., California State Polytechnic University, Pomona; Kenneth Lamb P.E., California State Polytechnic University, Pomona; Jinsung Cho, California State Polytechnic University, Pomona

Tagged Divisions

Engineering Leadership Development

courses on various skills within the major is not possible due to unit restrictions.Thus, our program evaluates how to imbed interpersonal and professional skills instructionthroughout the core of the Civil Engineering and Construction Engineering and Managementcurricula.This pilot study evaluates students’ ability to function effectively on a team where membersprovide leadership, create a collaborative and inclusive environment, establish goals, plan tasks,and meet objectives (ABET Student Outcome No. 5) [2]. Teamwork is a topic that falls under abroader category of professional skills [4] taught to engineering students. In fact, Kalturel-Konaket al. [4] assessed professional skills as ethics, teamwork, global awareness, and creative

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Teresa J. Didiano, University of Toronto; Annie Elisabeth Simpson, Troost Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve P.Eng., University of Toronto

Tagged Divisions

Engineering Leadership Development

critical success factorin engineering. It is taught by an engineering professor. Engineering and scientific know-how aregiven added power when communicated with clarity and simplicity in presentations that arethoughtfully planned and effectively executed. Each student makes a large number of shortpresentations to sharpen their skills and increase their confidence. Students grapple withcapturing the essence of complex technical subjects and expressing it through key words, dataand images. Students develop a wide range of skills: visual representation of data, systems andmechanisms; structuring and sequencing a talk; delivering speeches with vivid voice and bodylanguage; and finally, skills in connecting with an audience and achieving the desired

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Seth C. Sullivan, Texas A&M University; Maria Polyzoi, Texas A&M University

Tagged Divisions

Engineering Leadership Development

InternationalCoaching Federation, defines coaching as, “partnering with clients in a thought-provoking andcreative process that inspires them to maximize their personal and professional potential.” [2]Renowned coach Dr. Pamela McLean describes coaching as distinct from other methods ofdevelopment, including consulting, counseling, and mentoring, in its focus, role of the helper,and intended outcomes. Coaching is focused on the future and supporting the client as he/sheinvestigates, identifies, and works towards a desired end state. In coaching, the client choosesthe direction and areas for growth, and the coach facilitates through inquiry and active listening.The intended outcome, then, is a vision for the future, with goals and a plan to reach it, that areall

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Angie Moussa, University of Massachusetts Lowell ; Yanfen Li, University of Massachusetts Lowell

Tagged Divisions

Engineering Leadership Development

University of MassachusettsLowell, an experiential learning project management course was developed in order to introducestudents to PM and to develop their leadership skills. In this course, upper-level BiomedicalEngineering students in a PM course are each paired with 3-4 first-year students in anIntroduction to Biomedical Engineering course as the team goes through a semester long projectto design, research, and prototype a need. These PMs are responsible for goal setting, planning,risk assessment, and conflict management. In this paper, the experiences of twenty-four PMs are analyzed qualitatively via analysisof end-of semester reflection assignments. Common themes that emerged included the need forgood communication, defining the PM’s

Conference Session

Creating Impactful Learning Experiences for Engineering Leaders

Collection

2019 ASEE Annual Conference & Exposition

Authors

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

Professor of Practice in SEDTAPP and Engineering Science at Penn State. Erdman has chaired the local Jaycees, Department of Social Services Advisory Council, GE Share Board, and Curling Club; and served on the Human Services Planning Council, United Way, Chamber of Commerce, and Capital Fund Drive Boards of Directors. Erdman has lectured on leadership topics at Penn State and RPI. He served as a recruiter (25 years) for GE and Lockheed Martin, on the Penn State College of Engi- neering Advisory Council, an Alumni Advisory Board, and as the President of the College of Engineering Alumni Society. Affiliations include Fellow of ASME, member of ASEE, AIAA, the Penn State Alumni Association, Centre County Chapter Board of

Conference Session

Continuous Improvement in Engineering Leadership Development Programs

Collection

2019 ASEE Annual Conference & Exposition

Authors

Marnie V. Jamieson, University of Alberta; John M. Shaw

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

course. Not every individual on the team needed to possess all skills but theteam required at least one individual who possessed strength in each skill. Student teamswere approved following completion of a composite skill matrix, and an adequate plan toaddress areas of team weakness.Between 2010 and 2013 team and leadership development activities were instituted andelaborated. In 2014 funding was provided by the Provost’s Office for a majorredevelopment of the capstone course for blended learning delivery. During the transition,course level learning outcomes were examined and mapped to the twelve CanadianEngineering Accreditation Board Graduate Attributes (CEAB GA) and the results wereincluded in the course syllabus (Jamieson, 2015; 2016; Ivey

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Mark Jason Luchini; David J. Cribbs, Jackson; Dirk Joel-Luchini Colbry, Michigan State University; Katy Luchini-Colbry, Michigan State University

Tagged Divisions

Engineering Leadership Development

of a new cross-functional team and the point at which it begins toconsistently deliver value-added results; while this cycle had been observed to take 9-12 monthsat this company, the goal range was 3-6 months. In the summer of 2019, company managementagreed to allow two employees to attend “Train-the-Trainer” sessions designed to prepare newfacilitators of the CyberAmbassadors program, with the goal of adapting this material to conducttrainings in the company’s workplace.After completing the initial training, the two employees shared with company leaders a writtenplan explaining the content of the CyberAmbassadors program, the specific need for improvedteamwork observed at the company, and the plan for training employees. This plan also

Conference Session

Literature and Research Perspectives on Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Meg Handley, Pennsylvania State University, University Park; Jeffery M. Plumblee II, The Citadel; Andrew Michael Erdman, The Pennsylvania State University

Tagged Divisions

Engineering Leadership Development

instructor in Engineering Science at Penn State. Erdman has chaired the local Jaycees, Department of Social Services Advisory Council, GE Share Board, and Curling Club; and served on the Human Services Planning Council, United Way, Chamber of Commerce, and Capital Fund Drive Boards of Directors. Erdman has also lectured on leadership topics at Penn State and RPI. He returned to campus frequently as a recruiter (25 years) for GE and Lockheed Martin, serving on the Penn State College of Engineering Advisory Council, helped establish an Alumni Advisory Board, and served as the President of the College of Engineering Alumni Society. Affiliations include the Penn State Alumni Association, Centre County Chapter Board of

Conference Session

Continuous Improvement in Engineering Leadership Development Programs

Collection

2019 ASEE Annual Conference & Exposition

Authors

Katy Luchini-Colbry, Michigan State University; Christopher McComb, Pennsylvania State University, University Park; Julie Rojewski, Michigan State University; Astri Briliyanti, Michigan State University; Dirk Joel-Luchini Colbry, Michigan State University

Tagged Divisions

Engineering Leadership Development

student and faculty development around teaching, mentoring, leadership, communications, and teamwork. She has a particular professional expertise with program planning, management, and evaluation and an academic interest in leadership de- velopment in academic contexts. She holds a M.A. in Education from Michigan State University and an M.A. in English from The Ohio State University.Mrs. Astri Briliyanti, Michigan State University Astri is a graduate student in the Department of Community Sustainability, Michigan State University. She previously worked as a researcher and urban planner consultant in Indonesia, helping the government with the creation of spatial and development plan, as well as policy analysis and

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Gregg Morris Warnick, Micron Technology Inc.; Blandon Prowse, Micron Technology Inc.; Wai-Leong Mook, Micron Technology Inc.; Arthur Beng Chuan Lam, Micron Semiconductor Asia

Tagged Divisions

Engineering Leadership Development

within the company.This approach enables leaders to construct a customized development plan to enhance andincrease their leadership attributes and capabilities as they take responsibility for their ownleadership development. Opportunities exist at Micron to strengthen senior leader sponsorshipand involvement in the establishment of a sustainable leadership development culture.Literature ReviewLeadership development is defined as expanding the collective capacity of organizational leadersand team members to more effectively engage in leadership roles and processes [1]. Theseleadership roles include those that come with and without formal authority within anorganization. Leadership processes are those that enable groups to work together in a

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Michael B. O'Connor, New York University; Elizabeth Zofia Bialek PE, American Society of Civil Engineers; East Bay Municipal Utility District; Susan Davis, American Society of Civil Engineers

Tagged Divisions

Engineering Leadership Development

capital budget. Elizabeth has been responsible for advancing leadership development, design quality control, emergency response planning and workflow improvements. She has experience with labor relations and expert consultant services for litigation. In her role, Elizabeth also has made contributions to Emergency Response Planning and Dam Safety. She led the development of EBMUD’s Management Leadership Academy and has taught project management courses. Elizabeth has served as the past chair of the ASCE Public Agency Peer Review Committee, vice-chair of the ASCE Region 9 Water and Environment Committee and has held pas officer roles in the organization.Ms. Susan Davis, American Society of Civil Engineers Susan Davis

Conference Session

Poster Session - Engineering Leadership Development Division

Collection

2018 ASEE Annual Conference & Exposition

Authors

Robyn Paul, University of Calgary; Arindom Sen, University of Calgary; Emily Wyatt, University of Calgary: Schulich School of Engineering

Tagged Divisions

Engineering Leadership Development

Paper ID #22141What is Engineering Leadership? A Proposed DefinitionRobyn Paul, University of Calgary Robyn Paul is the Program Evaluation and Planning Specialist in the Schulich School of Engineering at the University of Calgary. She is responsible for supporting the decision-making and reporting needs of SSE, particularly those related to accreditation and the teaching and learning processes. Robyn is also finishing up her master’s thesis in engineering education where she is looking at the impact of engineering leadership development on career success.Dr. Arindom Sen, University of Calgary Dr. Sen is the Associate

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Hyun Hannah Choi, University of Illinois at Urbana - Champaign; Selim Havan, University of Illinois at Urbana-Champaign; Charlotte Hathaway; Blake Everett Johnson, University of Illinois at Urbana - Champaign; Mattox Alan Beckman, University of Illinois at Urbana - Champaign; Yuting W. Chen, University of Illinois at Urbana - Champaign; Lucas Anderson, University of Illinois at Urbana - Champaign

Tagged Divisions

Engineering Leadership Development

students (n = 46, 23%). In terms of students’ residency, there were moreinternational students (n = 119, 60%) than domestic students (n = 79, 40%). For educationlevel, a similar number of students participated at the master’s level (n = 100, 51%) andthe doctoral level (n = 98, 49%). These representation patterns were similar both in thecomparison and treatment groups.InstrumentWe administered a modified version of the Skills Perception Inventory which was originallydeveloped by Alpay and Walsh 19 . Alpay and Walsh’s inventory was initially developed tomeasure engineering graduate students’ confidence levels after attending three-day work-shops to enhance transferable skills in four areas: 1) communication, 2) group work, 3)project planning and

Conference Session

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

Collection

2019 ASEE Annual Conference & Exposition

Authors

William J. Schell IV P.E., Montana State University; Bryce E. Hughes, Montana State University; Brett Tallman P.E., Montana State University; Emma Annand, Montana State University; Romy M. Beigel, Montana State University; Monika B Kwapisz, Montana State University

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

academic plans at college entry, including:  Whether students planned to pursue engineering as a career after college.  How likely they were to change major during college (on a four-point scale from very unlikely to very likely).  The highest degree to which students aspired during their lives.  Students’ intended major, included to test differences among engineering fields.  The importance of getting a better job as a reason for them to attend college (measured on a three-point scale from not important to very important), assuming this reason might explain why they were motivated to select engineering.A set of institution-level variables collected by both CIRP and IPEDS were included to test forpotential

Conference Session

Designing and Implementing Leadership Development Experiences for Engineering Students

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Brian J. Novoselich, U.S. Military Academy; Russell P. Lemler, U.S. Military Academy

Tagged Divisions

Engineering Leadership Development

andinclusive environment, establish goals, plan tasks, and meet objectives.”Because engineering has traditionally not been considered a leadership profession, many engineersand engineering educators may be unfamiliar with, or even averse to leadership principles andprocesses. One profession that may be a resource for leadership principles and insight is theProfession of Arms, and more specifically, the U.S. Army. Officers and soldiers are often referredto as leaders and as an organization, the Army maintains a high degree of public confidence.Unfortunately, less than one percent of the U.S. population serves in the military and recently,there are concerns that the Army is becoming a family business; many of those serving come fromfamilies with a

Conference Session

Engineering Leadership Competency and Skill Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Angela R. Bielefeldt, University of Colorado, Boulder

Tagged Divisions

Engineering Leadership Development

.” Mechanical Not a BOK “better equip mechanical engineering graduates… not only [9] with a solid technical foundation, but also with creativity, strong professional skills, and leadership within engineering and society.” (p. 15) Software 15 knowledge areas Professional practice. 2. Group dynamics and psychology. Engineering {leadership not explicitly identified as a skill} [10] Civil Engineering 16: 6 foundational, 12. Leadership. Plan, organize, and direct the efforts of a Technologist 3 technical, 7 group and self

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

how to identify and develop causal loops, I think I will find endless applications for their use.” • “This course challenged how I view organizations, particularly as it relates to assumptions and systems thinking. Great course. Tough course.” • “Really interesting content around Systems Thinking. This is a skill which I am going to make an effort to integrate into my practice of leadership over the next few weeks and months. I realize it is something I will have to practice developing, and I am going to try to do just that to make it a habit.” • “This course honestly could be offered in all degree plans because it's so significant to how we connect with other people.” • “The systems

Conference Session

Poster Session - Engineering Leadership Development Division

Collection

2018 ASEE Annual Conference & Exposition

Authors

Peter Golding, University of Texas, El Paso; Mike Thomas Pitcher, University of Texas, El Paso; Celena Arreola, American Society for Engineering Education; Crystal Fernandez-Pena, University of Texas, El Paso; Helen Elizabeth Geller, University of Texas at El Paso; Diane Elisa Golding, University of Texas, El Paso; Melissa Stearns; Daniel Santiago Torres, University of Texas, El Paso; Alejandro Rodriguez, UTEP Academic Technologies; Fernando Monroy, The University of Texas at El Paso; Sabastian Moncayo

Tagged Divisions

Engineering Leadership Development

Torres, University of Texas, El PasoMr. Alejandro Rodriguez, UTEP Academic Technologies c American Society for Engineering Education, 2018 Paper ID #24049 Alejandro Rodriguez is an undergraduate student at the University of Texas at El Paso currently pursuing a bachelor’s degree in mechanical engineering. Alejandro has a passion for mathematics, physics, and mechanical design. As an aspiring engineer, Alejandro hopes to find a career designing and producing mechanical aviation systems for aircraft to aid in disaster relief and search and rescue efforts. In the future he plans to be a part of a

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Adrienne Steele, Louisiana State University and A&M College; Warren N. Waggenspack Jr., Louisiana State University and A&M College; Joseph Learned Odenwald

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

leadership positions, wantingfunding to develop a new initiative, and/or simply seeking to earn recognition at graduation withuniversity approved honor cords. Peer mentors are also required to participate in two full-dayleadership workshops offered each spring. After being an active mentor for two years or more,most move up to “leader” status within the organization hierarchy. Leaders are given much moreresponsibility, such as assisting with the planning of the leadership workshops and presenting atconferences. These leaders play an integral role in developing the new mentors who join theorganization, mentoring the mentors themselves. A few methods to analyze the effectiveness of the peer mentor program at LSU havebeen undertaken recently [12

Conference Session

Engineering Leadership Skills Development Across the Undergraduate-to-Workforce Transition

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Dena Lang, Pennsylvania State University; Travis Gehr; Meg Handley, Pennsylvania State University; John Jongho Park, Pennsylvania State University; Andrew Michael Erdman, Pennsylvania State University

Tagged Divisions

Engineering Leadership Development

Board, and c American Society for Engineering Education, 2020 Paper ID #28973Curling Club; and served on the Human Services Planning Council, United Way, Chamber of Commerce,and Capital Fund Drive Boards of Directors. Erdman has lectured on leadership topics at Penn State andRPI. He served as a recruiter (25 years) for GE and Lockheed Martin, on the Penn State College of Engi-neering Advisory Council, an Alumni Advisory Board, and as the President of the College of EngineeringAlumni Society. Affiliations include Fellow of ASME, member of ASEE, AIAA, the Penn State AlumniAssociation, Centre County Chapter Board of Directors

Conference Session

Assessment of Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Rebecca Komarek, University of Colorado, Boulder; Daniel Knight, University of Colorado, Boulder; Angela R Bielefeldt, University of Colorado, Boulder

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

course.IntroductionAs universities strive to graduate engineering students who can make an impact on society,engineering leadership programs have become more prominent. The National Academy ofEngineering [1] as well as various engineering professional societies highlight the importance ofleadership skills in engineering [2-6]. This trend is reinforced by the newly approved ABETCriteria for the 2019-20 review cycle that includes “the ability to function effectively on a teamwhose members together provide leadership … establish goals, plans tasks, and meet objectives”[7]. With these ABET changes come questions about how to assess leadership. Because theconversation among educators on developing leadership in engineering students is growing, thisresearch seeks to

Conference Session

Engineering Leadership Skills Development Across the Undergraduate-to-Workforce Transition

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Andrea Chan, Troost Institute for Leadership Education in Engineering (ILead); Cindy Rottmann, University of Toronto; Doug Reeve P.Eng., University of Toronto; Emily Moore P.Eng., University of Toronto; Milan Maljkovic, Troost Institute for Leadership Education in Engineering; Emily Macdonald-Roach

Tagged Divisions

Engineering Leadership Development

length. The de-identified, verbatim transcripts werethen systematically coded and organized using an inductive and iterative process of thematicanalysis, within a collaborative team environment. The data analysis team consisted of threeengineering graduates, all with industry experience and two of whom are academics and licensedengineers, as well as two social science researchers and an engineering student. Coding of the 29transcripts was divided among team members. Team meetings were planned around the thematicanalysis of each salient professional moment that was explored in the interviews (e.g., struggles,proud moments, salient growing up experiences). At the meetings, members presented the codesthat emerged from their subset of transcripts

Conference Session

Engineering Leadership Skills Development Across the Undergraduate-to-Workforce Transition

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Tahsin Mahmud Chowdhury, Virginia Polytechnic Institute and State University; Daniel Knight, University of Colorado, Boulder; Daria A. Kotys-Schwartz, University of Colorado, Boulder; Julie Dyke Ford, New Mexico Institute of Mining and Technology; Homero Murzi, Virginia Polytechnic Institute and State University

Tagged Divisions

Engineering Leadership Development

surveys, journals, and semi-structuredinterviews. Study participants were recruited at each of the 4 sites through visits to capstonecourses and capstone team meetings. All capstone students received an email inviting them tocomplete an online screening survey that captured demographic information as well as post-graduation information such as career plans. The dataset for this study includes 62 participantswhere 33 participants identified themselves as male and 29 females. Of those participants, therewere 37 participants who self-identified themselves as White or Caucasian, 12 participants asAsian or Asian American, 6 as underrepresented minorities, 4 as other and 3 of the participantshave not disclosed. With respect to the sites, the dataset

Conference Session

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

Collection

2019 ASEE Annual Conference & Exposition

Authors

Serhiy Kovalchuk, University of Toronto; Qin Liu, University of Toronto; Cindy Rottmann, University of Toronto; Mike Klassen, University of Toronto; Jamie Ricci, Indspire; Doug Reeve P.Eng., University of Toronto; Emily Moore P.Eng., University of Toronto

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

andsupervising others, coordinating and planning tasks, and building team cohesion—neither highnor low importance ratings among 38 professional skills. However, within leadership skills thestudents assigned a much higher value to coordinating and planning tasks and building teamcohesion than to motivating and supervising others, which shows that they ascribe different valueto different leadership skills. As in Direito et al.’s study, the participants in Chan et al.’s studiesrated their confidence in leadership skills lower than they did the importance of those skills.While these studies provide us with an understanding of the value that engineering studentsascribe to leadership and other professional skills and of their ability beliefs in these skills