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

Paper ID #22439Flipped Classroom and Emotional Learning in an Engineering LeadershipDevelopment CourseDr. Dean H. Lang, Pennsylvania State University, University Park Dr. Lang is the Associate Director of the Engineering Leadership Research Program at Penn State Uni- versity. She holds a BS in Mechanical Engineering from West Virginia University, an MBA from Johns Hopkins University, and a PhD in Kinesiology with a focus on Biomechanics from Penn State University. Dr. Lang’s previous professional experiences and research interests range from mechanical engineering facilities design to research that applied engineering

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

Slaughter, who has committed hislife’s work to dismantling racism specifically in engineering education. He called theorganization and members to recognize the challenges that systemic racism poses for theengineering field and to take action in changing the way our students are educated. Dr. Slaughterpointed out that without an inclusive engineering workforce, we are missing viable and importantsolutions to engineering problems.As engineering leadership educators, our obligation to our students extends beyond transmissionof technical knowledge. We have a responsibility to infuse our curriculum with knowledge ofsystemic racism, how bias can impact our solutions, and how engineers can lead and createteams that foster belonging and inclusivity. We

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

involvement ofstudents from marginalized groups. Cooperative class environments are also perceived as“warmer” by students, which contributes to positive outcomes in a host of learning outcomes (likepersistence in STEM after graduation), especially for female engineers [35, 39]. Finally, reflectivelearning can be an important contributor to leadership development as it leads to interdependencewith others [39, 42]; connecting leadership experiences to coursework can deliberately engagestudent in reflective learning on their experiences.The curriculum is only one of two aspects of students’ college experience that influence theirdevleopment. The co-curriculum, such as participation in Greek life, athletics, internships, on-campus employment, or

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

Design Center (DC) Colorado in CU’s Department of Mechanical Engineering at the College of Engineering and Applied Science. He holds a B.A. in psychology from Louisiana State University, an M.S. degree in industrial/organizational psychology and a Ph.D. degree in education, both from the University of Tennessee. Dr. Knight’s research interests are in the areas of retention, program evaluation and teamwork practices in engineering educa- tion. His current duties include assessment, team development and education research for DC Colorado’s hands-on initiatives.Dr. Angela R Bielefeldt, University of Colorado, Boulder Angela Bielefeldt is a professor at the University of Colorado Boulder in the Department of Civil, Envi

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

Paper ID #25944Meaning and Impact: A Review of Personal Leadership PortfoliosMr. Seth Claberon Sullivan, Texas A&M University Seth Sullivan is the Director of the Zachry Leadership Program in the College of Engineering at Texas A&M University. Prior to joining the university, he worked in consulting in the private sector and as an analyst in the U.S. Government. He’s earned master’s degrees in business administration and international affairs and a bachelor’s of science in industrial distribution.Beth Koufteros, Texas A&M University Beth Koufteros is the Assistant Director of the Zachry Leadership program at

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

students, but rather a self-selected subset. Whileliterature indicates that EL programming is more effective when integrated into the corecurriculum rather than distributed in optional activities [13], other studies reveal that changingthe engineering core curriculum can be quite difficult [6, 14, 15]. These latter studies, coupledwith the observed trend of optional EL course implementation, suggest that the self-selectivenature of students’ EL course participation will continue to be commonplace – at least in the nearterm.Given the voluntary status of many undergraduate EL courses, it may be appropriate for ELeducators to consider the cross-sectional representativeness of their course cohorts relative totheir university’s overall engineering

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

engineering projects, and they need to be able to communicate thoseexperiences [13].The work of Larsson, et, al. indicated that certain leadership styles are best suited for certain typesof engineering projects, depending largely upon the project duration. For example, they found that“Integrators,” whose tendency is to ensure that the team works well on an interpersonal level, tendto be best suited for complex projects that require timely completion. Their results suggest thatdiscovery of a leadership style that is effective for the projects that we do in our courses may leadus to develop a leadership curriculum that teaches leadership in that style to achieve better courseoutcomes [14]. In this work we hope to solve this question in the inverse

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

engineeringprograms. Instead, students have been expected to learn skills through leadership experiences instudent organizations or through workplace professional development programs or mentorship.The 2004 report on engineering in the new century by the National Academy of Engineering hasprovided impetus to some American engineering schools to incorporate leadership curriculum[2]. The report proposes two main premises as the rationale for the importance of leadershipeducation at the undergraduate level in engineering. Specifically, the inclusion of engineeringleadership in the undergraduate engineering degree program will equip the graduate to be morecompetitive in an increasingly global marketplace, and will enable the graduate to fulfill theirprofessional

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development

leadershipeffectiveness using experimental studies, large-scale surveys, and experientially based calls forchange to argue that either managers need to adapt to engineers’ technical-rational, convergentproclivities, or that engineers as managers need to develop a suite of professional skills tocomplement their technical training. Whether they viewed engineers as a homogenous group ofprofessionals who must be accommodated, as technically trained individuals in need of socialskills, or even as citizens with culturally diverse values, all thirteen researchers focused on theindividual engineer or engineering manager as the primary unit of analysis. An importantimplication for engineering educators and corporate trainers is to integrate social skills traininginto

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

participants have actuallylearned along the way. Our study aims to fill this gap by tracing the career long leadershiplearning journeys of 28 Canadian engineers with at least twenty-five years of work experience.Theoretical perspective: Situated leadership learningThe notion of situated learning is central to our investigation of senior engineers’ leadershiplearning experiences [52]. In contrast to the didactic learning opportunities students encounter inschool, which follow a pre-existing curriculum and are tightly mediated by an instructor, situatedlearning opportunities are shaped by everyday practices and left largely to novices forinterpretation. Lave and Wenger’s situated learning theory [52] highlights the type of learningthat occurs in