Conference Session

Literature and Research Perspectives on Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Kenneth Lamb P.E., California State Polytechnic University, Pomona; Werner Zorman, Harvey Mudd College; Alicia M. Kinoshita, San Diego State University; Natalie Mladenov, San Diego State University

Tagged Divisions

Engineering Leadership Development

believe that faculty will need the training to implement leadership into existing courses,so we also plan to start working on training materials for faculty.REFERENCES[1] Horner Jr., D.H. (1995). Leader Development and Why It Remains Important. MilitaryReview, p. 76.[2] National Academy of Engineering. 2004. The Engineer of 2020: Visions of Engineering inthe New Century. Washington, DC: The National Academies Press.https://doi.org/10.17226/10999.[3] IUSE / Professional Formation of Engineers: REvolutionizing engineering and computerscience Departments (IUSE/PFE: RED). Program Solicitation NSF 17-501. Downloaded 2 Feb2018. https://www.nsf.gov/pubs/2017/nsf17501/nsf17501.htm[4] R. Graham, E. Crawley, B.R. Mendelsohn (n.d.) “Engineering leadership

Conference Session

Assessment of Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Werner Zorman, Harvey Mudd College

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

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

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Diversity

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Engineering Leadership Development

situated leadership learning insights of senior engineers [52]. By privileging deeplycontextualized leadership learning narratives over more traditional career path research methods—quantitative analysis of human resource records and large-scale industry surveys—we wereable to generate a dynamic, empirical strategy to examine how engineers learn to lead over thecourse of their careers. This data collection method also provided us with a useful way to test thedual career track model.Our sampling plan involved identifying 3-4 engineers with at least 25 years of experience in eachof eight industries, deliberately diversifying by career path and demographic background. InMarch 2018, we sent invitations and project descriptions to key informants in

Conference Session

Engineering Leadership Competency and Skill Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Dean H. Lang, Pennsylvania State University, University Park; Meg Handley, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University

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Diversity

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Engineering Leadership Development

conducted research for Naval Reactors. He currently serves as the Walter L. Robb director of Engineering Lead- ership and as an 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 currently serves as the Past

Conference Session

Creating Impactful Learning Experiences for Engineering Leaders

Collection

2019 ASEE Annual Conference & Exposition

Authors

David Bayless, Ohio University

Tagged Divisions

Engineering Leadership Development

restated. Identification of Sustainability IssuesThe students were tasked with identifying a problem found on campus or in the local community.The selected project had to meet the following criteria: • The problem must be related to a sustainability issue in food, water, or energy • The problem must be solvable within reason. For example, no projects would be considered if funding was unlikely, special permissions that would take long-range planning were required (such as a vote by the University Trustees,) or anything endangering health and safety. • The problem selected had to require a cross-functional team effort for solution. • The solution must meet the conditions of judging (positive ROI, proven stakeholder

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

), he con- ducted research for Naval Reactors. He currently serves as the Walter L. Robb director of Engineering Leadership and as a 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

Conference Session

Creating Impactful Learning Experiences for Engineering Leaders

Collection

2019 ASEE Annual Conference & Exposition

Authors

Elizabeth Michelle Melvin, Louisiana State University; Boz Bowles, Louisiana State University; Adrienne Steele, Louisiana State University

Tagged Divisions

Engineering Leadership Development

need for greater emphasis on leadership in engineeringeducation, the Accreditation Board for Engineering and Technology (ABET),through its Engineering Accreditation Commission, updated its accreditationcriteria for student outcomes in 2017 [1]. ABET shifted from simply stating theneed for engineers to “function on multidisciplinary teams” to a more detailedcriterion, which identifies specific aspects of leadership, including “an ability tofunction effectively on a team whose members together provide leadership, createa collaborative and inclusive environment, establish goals, plan tasks, and meetobjectives” [1]. The importance of including leadership as a focus in anengineering curriculum has long been confirmed by the National Academy

Conference Session

Designing and Implementing Leadership Development Experiences for Engineering Students

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Blake Everett Johnson, University of Illinois at Urbana-Champaign; Molly H. Goldstein, University of Illinois at Urbana-Champaign; Joe Bradley, University of Illinois at Urbana-Champaign

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Diversity

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Engineering Leadership Development

respect for a person beforeaccepting them as a leader, which implies that acceptance of the group is foundational toleadership. He said: “I gained good leadership experience interfacing with the adults and planning some events for the troop. And in high school I was on my basketball team and I was one of the senior captains. That was also a leadership experience. Even though I wasn’t the best basketball player, you have to really earn respect to be given that title. Respect is critical in the acceptance of a leader.”College ExperiencesWe are also interested in how college experiences affected the development of the student leaders.We asked them about meaningful activities that helped them to develop their skills as a

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Jena Shafai Asgarpoor, University of Nebraska, Lincoln; Meg Handley, Pennsylvania State University; Alisha L. Sarang-Sieminski, Franklin W. Olin College of Engineering; John Brooks Slaughter P.E., University of Southern California; Meagan C. Pollock, Engineer Inclusion; Homero Murzi, Virginia Polytechnic Institute and State University; Monica Farmer Cox, Ohio State University

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Diversity

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Engineering Leadership Development

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Hwangbo Bae, University of Florida; Madeline Polmear, University of Florida; Denise Rutledge Simmons P.E., University of Florida

Tagged Divisions

Engineering Leadership Development

education should be provided to students who plan to be leaders: And I don't think that we should, we should say that everybody has to be a leader. I think what we need to do is we need to find, you know, where the students find out who they are…. Leadership is important, but I think it's more important to align the students with who they are and the areas they're going into.Dr. Dan explained that not all students want to take leadership positions in their careers. Hisdescription of leadership is conflated with management where one is assigned with a role andpower to control, supervise, and direct other people. As a result, he believed that providingleadership education, which can solely be beneficial for students

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Brett Tallman P.E., Montana State University, Bozeman; Werner Zorman, Harvey Mudd College

Tagged Divisions

Engineering Leadership Development

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

John D. Stevens, The Pennsylvania State University ; Dena Lang, Pennsylvania State University; Meg Handley, Pennsylvania State University; John Jongho Park; Paul Mittan, Penn State Engineering Leadership Development

Tagged Divisions

Engineering Leadership Development

Conference Session

Literature and Research Perspectives on Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

James N Magarian, Massachusetts Institute of Technology; Alison Olechowski, University of Toronto

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Diversity

Tagged Divisions

Engineering Leadership Development

this study is associated with. The larger study sought tosample students at or very close to the time period during which they will select theiroccupational or graduate school plans, and to sample consistently from a single college majorthat had relatively stable enrollments and career prospects. The latter criteria help minimizeunobservable error in job preference measurement due to market effects. The leadershipconfidence and risk orientation relationships discussed in the Literature Review section of thispaper have no known theoretical inconsistencies across the range of engineering majors;however, while we believe that this study’s results should generalize across all engineeringmajors, our dataset does not allow us to empirically validate

Conference Session

Literature and Research Perspectives on Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Cindy Rottmann, University of Toronto; Doug Reeve P.Eng., University of Toronto; Mike Klassen, University of Toronto; Serhiy Kovalchuk, University of Toronto; Qin Liu, University of Toronto; Alison Olechowski, University of Toronto; Madeleine Santia

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Diversity

Tagged Divisions

Engineering Leadership Development

andmanagement—often framing management as the bureaucratic straw man against whichleadership shines. Drawing on the work of Komives [5] and Bass [6], we locate this distinctionin the source of an engineer’s influence and authority. When an individual’s authority is rootedprimarily in organizational structures and is enacted through project planning, budgets, orcompany policies, we characterize it as “positional,” following Komives, or “transactional,”following Bass. When an individual’s influence stems from his or her capacity to motivate andinspire others, and is less clearly derived from organizational policies or structures, wecharacterize it as “process-based,” following Komives, or “transformational,” following Bass.By using the position/process