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

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

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Diversity

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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

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Diversity

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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

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

: 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

Continuous Improvement in Engineering Leadership Development Programs

Collection

2019 ASEE Annual Conference & Exposition

Authors

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

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Diversity

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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

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

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

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

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Diversity

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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

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

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Diversity

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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

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

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

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

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Diversity

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Engineering Leadership Development

demonstrates that we accomplish more and are willing to go further because we are part of a group.”References[1] Hay, Iain. Qualitative Research Methods in Human Geography. Oxford University Press. 2005.[2] National Academy of Engineering, The Engineer of 2020, 1st ed. Washington, D.C.: National Academies Press, 2004. [E-book]. Available: National Academy of Sciences.[3] K. Jablokow, “Engineers as Problem-Solving Leaders: Embracing the Humanities,” IEEE Technology and Society Magazine, vol. 26, no. 4, pp. 29-35, Winter 2007.[4] P. G. Northouse, Leadership: Theory and Practice. Edition 8. Thousand Oaks, CA: SAGE, 2018.[5] S. L. Connaughton, F. L. Lawerence, and B. D. Reuben, “Leadership Development as

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

Tagged Divisions

Engineering Leadership Development

programs tend to focus on leadership asa set of skills or experiences bolted onto a traditional engineering education with limited formalevidence of the impact these experiences have on student development.The purpose of this study is to test the effect of experiences engineering students have in leadershiproles on their perceived gains in leadership skills, using a national dataset. The framework guidingthis study is a model for engineering leadership identity constructed from Lave and Wenger’scommunities of practice model and Komives et al.’s model for leadership identity development(LID) which recognizes that the engineering formation process is, at its core, an identitydevelopment process. Engineering leadership is theorized to develop from

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

intrapersonal and interpersonal skill development, diversity andinclusion, group dynamics, and group development.The students frequently reported how concepts like the SBI feedback model [38] have supportedthem greatly with the development of their intrapersonal and interpersonal skills. The SBI modelhelps deliver more effective feedback because the students focus their feedback on specificsituations (S) and behaviors (B), and then outline the impact (I) that these behaviors had on them. “I adore the SBI model. Using it forces me to rethink the situation before sharing feedback which gives me an opportunity to evaluate exactly what the impact on me really was. Secondly, I have found that people are more receptive to the feedback

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

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

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

Education: A Review of Best Practices” 122nd ASEE Annual Conference and Exposition, June 14-17, 2015, Seattle, Washington, USA.[6] Bayless, David J. and T. Richard Robe, “Leadership Education for Engineering Students”, ASEE/IEEE Frontiers in Education Conference, Washington DC, Oct 27-30, 2010.[7] Farr, J. V., & Brazil, D. M. (2009). Leadership skills development for engineers. Engineering Management Journal, 21(1), 3–8.[8] Farr, J. V., Walesh, S. G., & Forsythe, G. B. (1997). Leadership development for engineering managers. Journal of Management in Engineering, 13(4), 38–41.[9] Goodale, M. J. (2005). The right stuff: Traits and skills of effective leaders. Leadership and Management in

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

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Engineering Leadership Development

must make space for Unless engineers recognize the socio-(s) professional, communication engineers’ multiple, technical nature of their field, it will and interpersonal skills to divergent career paths— be difficult for them to think of complement their technical technical, managerial, themselves as leaders and accept their training. project management, professional responsibilities. entrepreneurial & hybrid.Data sources -Industry Surveys -Longitudinal surveys -Organizational