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

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Engineering Leadership Development

with the NASA Johnson Space Center. He received the IEEE Third Millennium Award, and projects he helped lead re- ceived the NSPE Outstanding Engineering Achievement Award and R&D 100 Award. He is a Registered Professional Engineer and earned the Project Management Professional Certification.Prof. Dennis Arthur Conners c American Society for Engineering Education, 2019 Systems Thinking Concepts and Applications for Engineering Leadership DevelopmentAbstract Many important and worthwhile initiatives in engineering leadership development focus onthe development of communication, social, and business skills among engineers [1]. Theobjective of this paper

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

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Engineering Leadership Development

Assistant Professor, Teaching Stream, in the Department of Mechanical & Indus- trial Engineering and the Institute for Leadership Education in Engineering (ILead). She completed her PhD at the Massachusetts Institute of Technology (MIT) studying product development decision-making during complex industry projects. Dr. Olechowski completed her BSc (Engineering) at Queen’s Univer- sity and her MS at MIT, both in Mechanical Engineering. Dr. Olechowski studies the processes and tools that teams of engineers use in industry as they design innovative new products. c American Society for Engineering Education, 2018 Engineering Students and Group Membership: Patterns of Variation in

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

the literature focused on experience-based leadership development, such as project-based learning. 23% of the opportunities focused on mentorship, coaching, and peer learning,and 15% focused on some other type of personal development.Each of the articles in category 3 mention associated learning outcomes or desired leadershipattributes. It was unclear how some of these attributes were derived from, but of those that didindicate the source, 15% sought the attributes from industry, 15% from professionalorganizations (ASCE) or accreditation boards (ABET), and 23% from a literature review (Table2).DiscussionThe systematic review method was used in this pilot study to identify the current state ofknowledge and practice related to engineering

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

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Engineering Leadership Development

research interests range from mechanical engineering facilities design to research that applied engineering and molecular biology approaches to the study of the skeletal response to mechanical loading. As a Mechanical Engineer, she worked on facility design projects involving mechanical systems that included heating, ventilation, air conditioning, and energy conservation systems, as well as R&D of air conditioning equipment for Navy ships. Additional research interests have included the investigation of relationships among components of the indoor environment, occupants, and energy usage. Specifically, the effects of the indoor environment on occupant health and well-being and in parallel, how socially-mediated

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

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Engineering Leadership Development

Paper ID #22424Faculty, Student, and Practitioner Initial Conceptions of LeadershipDr. Kenneth Lamb P.E., California State Polytechnic University, Pomona Kenneth is an Associate Professor at Cal Poly Pomona and a licensed Professional Engineer in Nevada with experience working on a variety of water, storm water, and waste water systems projects. He holds degrees from the University of Nevada Las Vegas (BSCE and PhD) and from Norwich University (MCE).Mr. Werner Zorman, Harvey Mudd College Werner Zorman is the Associate Professor and Annenberg Chair of Leadership at Harvey Mudd Col- lege. Before he joined Harvey Mudd, he

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

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Diversity

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Engineering Leadership Development

introduction to engineering course (ENGR 1050). By2012, the program had grown so large that the mentors sought to form their own studentorganization, the Society of Peer Mentors (SPM), to work closely with project staff [6]. SPM had170 active mentors in 2019 who continue to serve as leaders in the freshmen bridge camp, helpwith the ENGR 1050 course, perform over 100 hours of K-12 outreach per year, mentor roboticsteams in local K-12 schools, and work as Supplemental Instructors. The organization has beengrowing every year, with 211 members inducted in 2020. Understanding the benefits of activeengagement, the SPM officers developed a point system to quantify the mentors’ involvement. Itis also used as an accountability measure for those seeking SPM

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

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Engineering Leadership Development

values and vision, positive psychology, career management [17], engineeringpresentations, and leading in design projects, teams, and organizations. Our leadership coursesare consistently ranked higher than the average course rating in the Faculty for quality learningexperience. Below we describe four of the courses we offer. ‘The Science of Emotional Intelligence and its Application to Leadership’ is grounded in self-leadership and personal discovery. It is taught by a consultant/executive trainer. The courseteaches students the competencies of emotional intelligence, and their relationship to leadershipeffectiveness and resilience. Students learn about the neuroscience of mindfulness andexperiment with their own mindfulness practice, both to

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

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Diversity

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Engineering Leadership Development

Mechanical Engineering from Cornell. Prior to his academic career, he worked in the biotech (Lead Engineer), product design, and automotive (Toyota) sectors for 14 years, and is a licensed Professional Engineer. He has also taught high school and attended seminary. You can find more of his engineering education work at educadia.org or on his YouTube channel.Emma Annand, Montana State University Emma Annand is striving for a B.S. in Industrial and Management System Engineering at Montana State University – Bozeman. Emma is a research assistant for MSU’s NSF supported engineering leadership identity development project. She is also the fundraising team lead for MSU’s chapter of Engineers With- out Borders (EWB@MSU

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

applied engineering and molecular biology approaches to the study of the skeletal response to mechanical loading. As a Mechanical Engineer, she worked on facility design projects involving mechanical systems that included heating, ventilation, air conditioning, and energy conservation systems, as well as R&D of air conditioning equipment for Navy ships. Additional research interests have included the investigation of relationships among components of the indoor environment, occupants, and energy usage. Specifically, the effects of the indoor environment on occupant health and well-being and in parallel, how socially-mediated energy-saving strategies can increase awareness of energy use and/or in- crease energy

Conference Session

Literature and Research Perspectives on Engineering Leadership Development

Collection

2018 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

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Diversity

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Engineering Leadership Development

growth to interdependence thatis tied to identity is the most advanced measure of growth. In this stage, a person understandsleadership roles as essential to project success and is willing and able to engage with such rolesgoing forward. Some influences on leadership identification and success, hence the negotiationprocess, are their creative contributions, complex thought, commitment, and ability to empowerteammates [53].Using the combined literature of leadership development and leadership development in collegestudents discussed above, this study utilized the data collected in an existing national survey ofcollege students to identify 30 potential contributors to the development of leadership. Appendix Acontains the full list of the

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

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Engineering Leadership Development

development programs that are typical in industry[6-10]. Many of the workshops focus on developing skills within the coreengineering leadership competencies (FIGURE 1) [6-7]. Workshop topicsincluded: resume / interview skills, speaking to management, negotiation, elevatorspeeches, diversity, project management, delivering presentations, networking,creating a personal brand, and Emergenetics, a personal assessment tool thathighlights an individual’s genetic predispositions for thinking preferences andbehavioral preferences [11].Table 1: Workshop topics for CLA (Note: All 2018-2019 workshops have not yetoccurred) Engineering Leadership Core Competency

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

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Diversity

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Engineering Leadership Development

skills. Inparticular, her study revealed that out of 24 outcomes the participants viewed the following eightas the most important to engineering: problem-solving, teamwork, communication, ethics,design, project management, technical specialization, and leadership. Although leadership wasthe eighth most frequently cited outcome, it aligned closely with four higher-rated outcomes:teamwork, communication, ethics, and project management.Studies that examine the perceived importance of technical and professional skills among recentengineering graduates produce similar findings to those of Bielefeldt (2018): while graduatesvalue technical skills, they consider some professional skills more important than technical skills.For instance, in his study of

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

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Engineering Leadership Development

Paper ID #34397Overview and Challenges in Developing a Comprehensive LeadershipDevelopment Program in a Fortune 500 CompanyDr. Gregg Morris Warnick, Micron Technology Inc. Gregg M. Warnick is a Global Executive and Leadership Development, Sr. Program Manager for Micron Technology. He provides leadership development and program management globally. He is also Founder and Chief Learning Officer of Boost Leadership Group. He provides consulting and training in leadership development and project management working with fortune 500 companies throughout the world. He previously worked as the Director of the Weidman Center for

Conference Session

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

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Michele Norton, Texas A&M University; Behbood Ben Zoghi, Texas A&M University

Tagged Divisions

Engineering Leadership Development

,along with their open-ended surveys, long-term projects, and interviews and focus groups. Thedata will first be looked at across the participants views of the EQ-i 2.0 assessment, use ofreflections, and coaching as pathways to their personal and professional growth as future leadersin engineering. Next, it will be looked at in terms of the participants perceptions on how thiscourse impacted them across their personal and professional landscapes. Emotional Intelligence Assessments Students were given the EQ i 2.0 assessment at the very beginning of the course andagain at the conclusion of the course. Figure 1 captures the average of the scores prior to thecoure and then again at the end of the course.Figure 1. Pre and Post EQ-i 2.0

Conference Session

Assessment of Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Lawrence Holloway, University of Kentucky; Thomas Ward Lester, University of Kentucky; Joseph Anthony Colella, University of Kentucky College of Engineering

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Diversity

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Engineering Leadership Development

position, four percent indicated a sales position, and seventy percent indicated that their position included some engineering responsibility. Students who indicated “other” positions listed research, CEO, business analyst, business development, professor, and physician as responses. 4. Leadership Experiences: Eighty-seven percent of the respondents indicated that their work duties since graduation included some leadership responsibility. The most frequent responses indicated that respondents were either project, team or committee leaders. Two respondents indicated that they were CEOs of startup companies, and another was a General Manager level. Seventy two percent of the respondents indicated that they

Conference Session

Assessment of Engineering Leadership Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Werner Zorman, Harvey Mudd College

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Diversity

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Engineering Leadership Development

hearing what [they] had to say and interacting with people’s opinions that differed from my own such as theirs. I recognize this is a major hindrance and flaw in myself, as I believe one of the great problems of our world today is not listening and hearing what others have to say, which often differ than our own opinions. By the end of our class, I gained a new respect for [named student] and [their] viewpoints. I believe that the T-Group has helped me to become a significantly more effective leader, in that I’m attempting to more fully consider everyone’s needs and working styles as the project goes on. It is nice to know that I can be influenced in positive ways like that. That could also explain why I have influence in the