Conference Session

Engineering Leadership Competency and Skill Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Jessica Lupanow, Harvey Mudd College; Donald S. Remer PhD, PE, Harvey Mudd College

Tagged Divisions

Engineering Leadership Development

California.Prof. Donald S. Remer PhD, PE, Harvey Mudd College Donald S. Remer, PhD, PE, was the Oliver C. Field Professor of Engineering Economics and Management at Harvey Mudd College when this project was initiated. He has a B.S.E. from the University of Michigan and a MS and PhD in Chemical Engineering with a minor in Business Economics from Caltech. He has been a Clinic Advisor on over 60 engineering clinic projects during his 42 years at Harvey Mudd. He is also the President of the Claremont Consulting Group, which does short course training, coaching, and consulting in the areas of business case analysis, cost estimation, and project management. His clients range from small entrepreneurs to Fortune 500 companies

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

softer skills such as communication and social judgement.References[1] ASME, “2028 Vision for Mechanical Engineering,” New York, 2008. Accessed: Apr. 19, 2021. [Online]. Available: www.asme.org.[2] “Achieving BEEd’s Vision of the Engineering Education System,” in Engineering education: Designing an adaptive system, Washington: National Academy Press, 1995.[3] J. Dugan and S. Komives, “Developing leadership capacity in college students,” Multi- Institutional Study Leadersh. A Proj. Natl. Clear. Leadersh. Programs, 2007.[4] B. Ahn, M. F. Cox, J. London, O. Cekic, and J. Zhu, “Creating an instrument to measure leadership, change, and synthesis in engineering undergraduates,” J. Eng. Educ., 2014, doi: 10.1002/jee

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Meg Handley, Pennsylvania State University; Mihee Park, Pennsylvania State University; Ashley N. Patterson, Pennsylvania State University; John Jongho Park, Pennsylvania State University

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

his or her needs for belongingness and uniqueness” (p.1265). Team member perception of belongingness and uniqueness creates feelings of inclusivitywithin a team setting; behaviors related to these areas are described in Shore et al.’s (2011)framework for inclusion as shown in figure 1.Figure 1Shore et al. 2011 Inclusion FrameworkFrom “Inclusion and Diversity in Work Groups: A Review and Model for Future Research”, byShore, Randel, Chung, Dean, Ehrhart, and Singh, 2011, Journal of Management, 37(4), p. 1266.The Authors 2011. Promoting feelings of inclusiveness requires intentional behaviors, and leaders are in aposition to practice these behaviors to foster inclusive environments within teams. Their uniquepositions within the workplace

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

Directors, President’s Club, Nittany Lion Club, ASEE, ASME, AIAA, AKC, GRCA. He has been honored with a LMC/KAPL Leadership Award, GE Phillippe Award, PSEAS Outstanding service award, Jaycee International Senatorship, and an ESM Centennial Fellowship. c American Society for Engineering Education, 2018 Using a Systematic Review to Identify Leadership Competency Needs Across Engineering DisciplinesBackgroundSince ABET and industry began calling for leadership and professional skill development inengineering students in the early 2000’s, the literature involving engineering education andtraining has evolved to include a variety of studies and articles to address this gap in

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

. Codes whichappeared in a greater number of interviews were determined to indicate more significantelements of the data, and representative quotes accompanying these codes were used as supportfor conclusions. The codebook used is shown in Table 2.Table 2. Code Book with Definitions and Associated Leadership Styles Code Definition Leadership Style Association(s) Active listening Showing empathy, care about country-cub management opinions of employees, etc. team management Hands-off approach Allowing employees to be impoverished management autonomous, reach goals on their middle-of-the

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

involved pilot testing and refining concise, generalized measures of the variables ofinterest. The leadership role confidence and risk orientation measures presented in this sectionwere designed based on the literature, tested in advance with a smaller sample of 99 respondents,and then refined based on pilot test respondent feedback about clarity. We believe this approachaligns with this paper’s scope of testing unifying hypotheses that support and generalize uponprior findings.In conceptualizing a leadership confidence variable, we utilize a “role confidence” approachsimilar to Cech et al.’s measurement of confidence toward achieving professional outcomes [40].We designed our measure as a means of differentiating among students who felt they were

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

, "The green report: engineering education for a changing world," American Society for Engineerig Education1994, Available: https://www.asee.org/papers-and-publications/publications/The-Green-Report.pdf.[5] M. Klassen, D. Reeve, C. Rottmann, R. Sacks, A. E. Simpson, and A. Huynh, "Charting the Landscape of Engineering Leadership Education in North American Universities," in ASEE Annual Conference, New Orleans, Louisiana, 2016: ASEE Conferences.[6] S. Stryker and P. J. Burke, "The past, present, and future of an identity theory," Social psychology quarterly, pp. 284-297, 2000.[7] K. L. Tonso, "Engineering identity," in Cambridge handbook of engineering education research, A. Johri and B. M. Olds, Eds

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

do you manage your time to  Deadline  Evaluate classes/schedule complete assignments?  Complete assignment  Weekly calendar  Due Date Provide how you like to  Microsoft Teams   App(s)  communicate in a team?  GroupMe   Discord   TextingLeadership: Students identified leadership abilities as individuals whom exhibit confidence,knowledge, organization, and delegation of work. Students considered a leader as the projectmanager and did not separate the leadership role from the actions of leadership [17].Additionally, many students answered the question by restating

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

ASEE/IEEE Frontiers in Education Conference, 2010.[3] M. Klassen, D. Reeve, C. Rottmann, R. Sacks, A. E. Simpson, and A. Huynh, “Charting the Landscape of Engineering Leadership Education in North American Universities,” in American Society for Engineering Education (ASEE) Annual Conference and Exposition, 2016.[4] R. Paul and L. Cowe Falls, “Engineering leadership education: A review of best practices,” in American Society for Engineering Education (ASEE) Annual Conference and Exposition, 2015.[5] National Academy of Engineering, The Engineer of 2020: Visions of Engineering in the New Century. Washington, D.C.: National Academies Press, 2005.[6] E. F. Crawley, J. Malmqvist, S. Östlund, and D. R

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

: emotional and psychological support; directassistance with career and professional development; and role modeling. In academic support forSTEM majors, peer mentoring has often referred to upper-year students serving as academicsocial role models for lower-year students. For the purpose of this study “peer mentoring” andsubsequently “peer mentor(s)” will refer to year 2-6 students who lead first-year students in pre-college engineering camps, serve as Supplemental Instructors in historically challenging coursesin engineering, conduct community outreach events, and assist first-year students withscheduling their courses [6]. Crisp and Cruz [7], and Kiyama and Luca [8] contend that there is a gap in the literatureon the experience of mentors

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

cultivate core interpersonal competenciesand identity. These competencies that are cultivated are essential for exercising relationalleadership. More importantly, the quality of these competencies reflects values of HILs, such asauthentic engagement and meaningful connection.The Human Interaction Lab is a powerful approach to learning that is grounded in identityliterature. This approach fills a need in the current state of engineering education: how tocultivate healthy, complex, and dignifying ways of engaging in professional community. Thisfinding has implications for engineering educators striving to cultivate not only effective, butliberating, ways of leading amongst their engineering students. REFERENCES[1] J. V. Farr, S. G. Walesh

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

behavior in organizations. In both exams, cadets apply theirknowledge of applicable theories and concepts to an in-depth case study. The case typicallytakes the form of a carefully selected feature length film. Selected films often dramatizehistorical events, and depict actual leaders, followers, and teams confronting complicatedleadership challenges, relevant to important personal, individual, and organizational outcomes.Table 5: PL300 Military Leadership Course, Lessons and TheoriesCadet performance on PL300’s reflective writing assignments constitutes our best, most directassessment of the degree to which PL300 succeeds in prompting cadets to reflect on theirleadership, and become better, more self-aware leaders. The Journey Line (JL

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

valuable in managing the teams and their learning experience during thecourse and later for reflecting on the efficacy of the learning activities and determiningwhere improvements may be needed. This method requires at least one member of aninstructional team or a single instructor to teach and evaluate the same course(s) for morethan a single iteration. A modified version could be employed if a researcher were engagedin the course observations and evaluations over time with different instructors. The efficacyof the latter model has not been tested.Both qualitative and quantitative data are collected while teaching the design courses,managing the teams, and their projects. The primary purpose of the data collected is studentlearning activities and

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

. Klassen and J. Donald, “Using an Academic Plan Model to Analyze Canadian Engineering Leadership Curriculum,” Proc. Can. Eng. Educ. Assoc. CEEA, Jun. 2018, doi: 10.24908/pceea.v0i0.12981.[11] M. V. Jamieson and J. M. Shaw, “A Continual Improvement Process for Teaching Leadership and Innovation Within a Community of Practice,” in 2019 ASEE Annual Conference & Exposition, Tampa, Florida, Jun. 2019,[12] D. B. D. Lutz, C. P. S. University, S. L. Obispo, D. M. C. Paretti, and V. Tech, “Development and Implementation of a Reflective Journaling Method for Qualitative Research,” p. 15.[13] I. L. Densten and J. H. Gray, “Leadership development and reflection: what is the connection?,” Int. J. Educ. Manag., vol. 15, no. 3, pp

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

. Washington, D.C.: National Academies Press, 2004.[2] K. S. Athreya and M. T. Kalkhoff, “The Engineering Leadership Program: A co-cirriculur learning enviornment by and for students,” J. STEM Educ., vol. 11, no. 3, pp. 70–75, 2010.[3] Bernard M.Gordon-MIT Engineering Leadership Program, “Capabilities of Effective Engineering Leaders,” 2011.[4] L. Compton-Young et al., “Engineering leadership development programs a look at what is needed and what is being done,” J. STEM Educ. Innov. Res., vol. 11, no. 3, pp. 10–21, 2010.[5] R. J. Schuhmann, “Engineering Leadership Education--The Search for Definition and a Curricular Approach,” J. STEM Educ. Innov. Res., vol. 11, no. 3, pp. 61–69, 2010.[6] ABET

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

leadership,these studies find that students neither overemphasize nor underemphasize the importance ofleadership as compared to other professional skills and that they rate their competence inleadership skills lower than they do the value of those skills. For instance, in Direito et al.’s study(2012) of Portuguese electrical and electronic engineering students, the participants assignedlower levels of importance to leadership itself than to such leadership-related skills as teamwork,communication, listening, networking, and time management. Their confidence in theirleadership ability was lower than the importance they ascribed to it. In Chan et al.’s studies(2017, 2018), freshman engineering students gave leadership—conceived as motivating

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

completed several instruments that helped you learn more about yourself, including the MBTI, Kolb Learning Styles, Strength-Finders, Emotional Intelligence, Etc. How important were the results of that learning about self to your leadership development? 8 Regarding the self-assessment instruments above, indicate the impact on you during the course. If one or more of these has had an impact in your life, please identify the instrument(s): MBTI, Kolb Learning Styles, Strengths-Finder Assessment (or equivalent), Emotional Intelligence (EQ) in Actin Profile or other (specify), and what was that impact? 9 You also completed a 360-degree instrument (Zenger-Folkman 360

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

interpersonal behaviours of leadership for early-career engineers,” Int. J. Eng. Educ., vol. In Press, 2019.[4] R. Agarwal, C. . Angst, and M. Magni, “The performance impacts of coaching: A multilevel analysis using hierarchical linear modeling,” Int. J. Hum. Resour. Manag., vol. 20, no. 10, pp. 2110–2134, 2009.[5] L. Ratiu, O. A. David, and A. Baban, “Developing Managerial Skills Through Coaching: Efficacy of a Cognitive-Behavioral Coaching Program,” J. Ration. - Emotive Cogn. - Behav. Ther., vol. 34, no. 4, pp. 244–266, 2016.[6] R. G. Hamlin, A. D. Ellinger, and R. S. Beattie, “Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours,” Hum. Resour. Dev. Int., vol. 9

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

placement, career progression, and leadershipresponsibilities as compared similar graduates not in the leadership program. In addition, followup work will aim at better understanding where improvements can be made within the leadershipdevelopment curriculum.ReferencesABET (2020) Criteria for Accrediting Engineering Programs. Retrieved from: https://www.abet.org/accreditation/accreditation-criteria/criteria-for-accrediting- engineering-programs-2020-2021/.Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21, 1086–1120.Avolio, B. J., Reichard, R. J., Hannah, S. T., Walumbwa, F. O., & Chan, A. (2009). A metanalytic review of

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

leadership theoryin engineers’ professional identities,” Leadership, vol. 11, no. 3, pp. 351–373, 2015.[10] G. Warnick, J. Schmidt, and A. Bowden, “An experiential learning approach to developleadership competencies in engineering and technology students,” presented at the ASEE AnnualConference and Exposition, Indianapolis, 2014.[11] O. Pierrakos, M. Borrego, and J. Lo, “Assessing learning outcomes of senior mechanicalengineers in a capstone design experience,” in American Society for Engineering EducationAnnual Conference & Exposition, Honolulu, HI, 2007.[12] K. S. Cameron, R. E. Quinn, J. DeGraff, and A. V. Thakor, Competing Values Leadership,2nd ed. Northampton, MA: Edward Elgar Publishing, Inc., 2014.[13] K. A. Lawrence, P. Lenk, and R. E

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

otherprograms. Students were assessed by the faculty and external mentors during the course of theprogram. Students also performed self-assessments of the development of their personalleadership qualities and the overall worth of the program.While actual execution of the project was done in a cross-functional team, each engineeringstudent was asked to identify how they were developing their leadership skills within theirproject. Specifically, they were asked to provide their personal narrative to • Explain his/her vision of the project and why it was appropriate to undertake • Describe what information he/she would be responsible for gathering and the communication strategy required • Describe which task(s) you he/she would lead in

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

belief that professional skills are necessary for engineeringstudents’ career preparation. Along the same lines, Dr. Natalie also believed that students shouldacquire both technical and professional skills for career preparation. She particularly emphasizedobtaining management skills for competitive employability: I mean, management is what? Management is basically being able to [be] enabling, achieving common goals, right? I mean that's what brings business. That's what keeps you in business…. So I think it's very true, except that I think in the business that I observe, is you hire for both technical and people skill[s].These responses indicated to us that faculty members understood and suggested the importanceof

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

and programming willalternate between interactive content delivery and team-based work periods. Session participantswill apply design thinking to a narrowly-scoped project, guided by one or more facilitators.AcknowledgementsThe authors wish to thank T.J. Nguyen for his work on the CyberAmbassadors project; thevolunteers and staff members of TBP who make the EF program possible; and our partners at theNational Research Mentoring Network (NRMN) and the Center for the Improvement ofMentored Experiences in Research (CIMER). This material is based upon work supported by theNational Science Foundation under Grant No. 1730137. Any opinions, findings, and conclusionsor recommendations expressed in this material are those of the author(s) and do not

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

manner by discoveringthe leadership styles that led to the best outcomes by first identifying teams that had the bestoutcomes and then assessing the leadership style of the student(s) who are identified as the teamleader(s).Research MethodsResearch Participants & Classroom ContextThis research is based on student experiences in a mechanical engineering capstone design courseat the University of Illinois at Urbana-Champaign. This one-semester course is a requiredcomponent of a mechanical engineer’s curriculum and is offered each semester. Between 100 and130 students take the course in a semester. The typical class enrollment is about 80% male, 70%in-state students, 86% U.S. citizen or permanent resident, and 14% non-US residents. The

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

, San Diego, California, 1998. [3] L. C. Burton, J. V. Matson, and J. G. Soper, “The engineering leadership development minor at penn state,” in ASEE Annual Conference, Salt Lake City, Utah, 1996. [4] B. M. Gordon and M. B. Silevitch, “Re-engineering engineering education,” The New England Journal of Higher Education, pp. 18–19, 2009. [5] S. Pitts, S. Klosterman, and S. Mcgonagle, “A successful approach to educating engi- neering leaders at the graduate level,” in Canadian Engineering Education Association Conference, Montreal, Quebec, 2013, pp. 1–8. [6] “Fellowship in leadership,” https://lead.northwestern.edu/phd-students/ fellowship-in- leadership.html, accessed: 2020-01-29. [7] “GEL graduate program,” http://gelp.mit.edu

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

final failureare themselves the units of analysis [20].In this varied arena of literature, failures can be defined as broadly as any “deviation(s) fromexpected and desired results” [17]. More specifically, these can include errors that arepredictable and preventable, as well as failures that are inevitable in work that has a complexlevel of risks and high uncertainty. Sitkin [21] conceptualizes “Intelligent failures” as minor,non-threatening failures that result from deliberate action and can most readily facilitate newlearning. Edmondson extends this idea and emphasizes intelligent failure as being at the frontierof innovation, the inherent error in ‘trial and error’ [22]. Of course, failure can also be asmundane as everyday miscommunication

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

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

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

Rapid Transit district’s 1990’s expansions in the East Bay and SFO Airport at three billion to the New Starts program for the Federal Transit Administration with over a hundred projects and $85 billion in construction value. At the latter, he also acted as source selection board chairman and program COTR for $200 plus million in task order con- tracts for engineering services. Working for the third-largest transit agency in the United States, the Los Angeles County MTA, Michael managed bus vehicle engineering for $1 billion in new acquisitions and post-delivery maintenance support for 2300 vehicles with some of the most complex technology (natural gas engines and embedded systems) in the US transit industry in the

Conference Session

Engineering Leadership Competency and Skill Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Meagan R. Kendall, University of Texas at El Paso; Debbie Chachra, Olin College of Engineering; Kate Roach, UCL; Emanuela Tilley, University College London; Kyle G. Gipson, James Madison University

Tagged Divisions

Engineering Leadership Development

development of a host of professional, interpersonal, andpersonal skills [8]. While these programs were developed independently of Rottmann et al.’s2015 work, there is a convergence between the explicit and implicit models of leadership thatemerge from these four programs, Rottmann et al.’s model, and other recent models ofengineering leadership, as discussed further below.The four programs that serve as case studies here have curricula that were developed, inengineering leadership and more broadly, from a similar starting point: careful consideration ofthe skills and abilities required of 21st-century engineering graduates in response to calls forengineering education reform from professional engineering bodies over the preceding decade.For example