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

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

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

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

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

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

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

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

without them, the activities described would not have beenpossible. 15References 1.) RCEL (2016). RCEL stakeholder perception survey, Unpublished raw data. 2.) Fleischmann, S. T. (2004). Essential ethics—embedding ethics into an engineering curriculum. Science and Engineering Ethics, 10(2), 369-381. 3.) Roach, M., & Sauermann, H. (2010). A taste for science? PhD scientists’ academic orientation and self-selection into research careers in industry. Research Policy, 39(3), 422- 434. 4.) Denton, D. D. (1998). Engineering education for the 21st century: Challenges and opportunities. Journal of Engineering

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

Tagged Divisions

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

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

2015. [Paper ID# 14123].6) Jacobs, R.L., Bu-Rahmah, M.J.. “Developing employee expertise throughstructured on-the-job training (S-OJT): An introduction to this training approachand the KNPC experience.” Industrial and Commercial Training. 44(2) pp 75-84,2012.7) Robles, M.M. “Executive Perceptions of the Top 10 Soft Skills Needed inToday’s Workplace.” Business Communications Quarterly. 75(4) pp 453 - 465,2012.8) Ito, R. “Toyota’s In-House Education and Professional Development forEngineers.” International Journal for Engineering Education. 9(1) pp 16 - 19,1993.9) Batley, T. “Management Education for Professional Engineers.” Journalof European Industrial Training. 14(7) pp 9-16, 1990.10) Yusoff, Yuzainee Md, Azami Zaharim

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

feedback loop. Whenever there is a link,we identify if a change in the cause creates the same or opposite change in the result. The formeris indicated by an “S” next to the arrow, and the latter an “O.” It is common for there to bemultiple connected and interacting loops for any problem in a real organization. Indeed, one canoften come up with very complicated CLDs to adequately capture the fullness of an issue. Wujec’s exercise begins by asking participants in a group to each on their own sketch how tomake toast. It is a simple exercise that anyone can do. In the next step, they share their sketcheswith the group. The sharing stage results in laughter. Some people draw one or two steps, whileothers may draw an elaborate process that involves a

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development