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

. Joe earned his bachelor’s in Aerospace Engineering from the University of Michigan-Ann Arbor, his master’s in Mechanical Engineering (minor Electrical Engineering) from Iowa State University, and his MBA and PhD in Systems Engineering both from the University of Illinois, Urbana-Champaign. c American Society for Engineering Education, 2020Work-in-progress abstract: Identifying Effective Student Leaders to Improve Capstone Design Team AssignmentsAbstractEngineers in industry are required to work in teams to accomplish large goals. Similarly,engineering students often work in teams in course projects cornerstone through capstone. Thestakes of capstone design projects are often high as teams work

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

accreditationrequirements [7], engineering programs will be working to determine how to incorporateleadership concepts into their curriculum. Experiences that allow students to develop their skillsrelated to self-awareness, teamwork, project management, team development, and mentoring areessential to building leadership abilities and confidence [10]. These types of skills can also belinked to experiences students have through courses, such as capstone design [11].The theoretical framework used in this study to explore participant-reported leadership behaviorsin the context of working with a team is the Competing Values Framework (CVF). The CVFoutlines four different leadership orientations or behaviors: Collaborate, Create, Control, andCompete [12]. Figure 1 shows

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

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Engineering Leadership Development

is no study that explores the change in leadership behaviors among engineering students asthey are transitioning from their senior year to workplaces. Even though CVF has not beenwidely used in identifying leadership behaviors in the engineering education context, throughthis study CVF offers a valuable way to compare different leadership behaviors amongengineering students as they progress into their early careers.MethodologyThe participants in this study are drawn from a larger study of capstone design courses from fourdifferent universities across the United States [25]. There were 62 participants recruited fromCapstone courses from these universities. Sequential mixed methods analysis was carried out inthe larger project. The full data

Conference Session

Creating Impactful Learning Experiences for Engineering Leaders

Collection

2019 ASEE Annual Conference & Exposition

Authors

David Bayless, Ohio University

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Engineering Leadership Development

experiences may be problematic as an abundanceof anecdotal evidence and calls by professional engineering organizations, including ASEE andNAE, suggest that engineers must learn to work effectively with accounting, marketing,communications, and other functional group members within a given organizational structure toattain project success. And while those calls are not new, there are only a handful of documentedundergraduate-level capstone experiences focusing on leadership development that have crossedcollege boundaries in a graded academic course, and thus have a higher level of risk for thestudent versus extra- or co-curricular activities.A survey of engineering alumni in senior management positions identified the ability toeffectively work in

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

design teaching and learning, program content and structure, student assessment, and continuous course improvement techniques. She managed and was a key contributor to a two-year pilot project to introduce Blended Learning into Engineering Capstone De- sign Courses, and is a co-author with John M. Shaw on a number of recent journal, book, and conference contributions on engineering design education.Dr. John M. Shaw John M. Shaw obtained his B.A.Sc. degree in Chemical Engineering and his Ph.D. in Metallurgy and Ma- terial Science at the University of British Columbia, Vancouver, Canada, in 1981 and 1985 respectively. In 1985, he joined the Department of Chemical Engineering and Applied Chemistry at the University

Conference Session

Designing and Implementing Leadership Development Experiences for Engineering Students

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Harold Ackler, Boise State University; Heidi Reeder, Boise State University; Abbey Louie

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Engineering Leadership Development

of Georgia [12].The current approach was motivated by two primary goals: 1. Provide this education and training to all engineering students in the major without requiring additional courses. 2. Provide this education and training within the context of their team engineering capstone projects to improve their ability to apply what they have learned.These goals highlight perhaps the two main differences between explicit and non-explicit ELEprograms. The former programs are a separate course of study with the benefit of being muchmore rigorous, thorough and resulting in a certificate or minor, but at the cost of more selectparticipation and loss of elective courses as well as greater institutional expense. The latterprograms can

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

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Engineering Leadership Development

cadets at WestPoint is their capstone design project. This project spans two semesters and is encompassed bythe courses Mechanical Engineering Design (ME404) and Mechanical Systems Design (ME496).Starting in ME404, mechanical engineering cadets are assigned to a capstone design project teamconsisting of five to seven other cadets. Over half of these projects are multi-disciplinary,collaborating with one or more other academic departments within the Academy. Across thetwo-course sequence, the cadets review the design process first taught in ME201 and apply thedesign process to an externally sponsored engineering design problem primarily fororganizations within the Department of the Army or Department of Defense.The team chartering process sets

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

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Engineering Leadership Development

, government agencies, national R&D laboratories, and universities. He is also a registered professional engineer in California. c American Society for Engineering Education, 2018 Self-Awareness of Student Leaders in an Experiential Undergraduate Engineering Clinic ProgramIntroduction to Clinic ProgramThe engineering clinic program at Harvey Mudd College was started in 1963, six years after thecollege first opened its doors [1]. It was different from other capstone projects at the time as itprovided students with real problems rather than ones invented by professors but was still keptin-house so that the intellectual experience could be overseen [1]. The ingenuity of its design

Conference Session

Engineering Leadership Competency and Skill Development

Collection

2018 ASEE Annual Conference & Exposition

Authors

Angela R. Bielefeldt, University of Colorado, Boulder

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Engineering Leadership Development

; Management required to effectively deliver capital projects….” Senior Capstone Design 22 Required, final spring semester, intensive semester-long project with ~6 students per team, includes outside speaker from industry on leadership Professional issues 17 Required, fall, module on leadership at end of semester focused on leadership knowledge (not skills practice) Project Management 1 13 Technical elective; focus on pre-construction estimating and scheduling Introduction to Civil 7 Required, first semester, teams of 4-5 students

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

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Engineering Leadership Development

careers, saying that hewas particularly surprised by how senior engineering students are not prepared for managementskills, stating, “In some cases, I'm stunned by how not ready they seem.” Dr. James explainedthat he thinks engineering students are not well prepared for allocating resources and supportingtheir decisions in the capstone course: Our capstone course is literally, like, give them a project and give them some assignments that help them maybe make progress on that project, and then see what they could do after working on it for 20 weeks by presenting to a group of engineers, and what did you design, and what'd you do well, and what'd you screw up. And then some students just hate that it's too

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

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Engineering Leadership Development

; and the resilience toovercome obstacles [31].Central to the vision of IEP is our definition of what engineering is: “[Engineering is] the art andpractise of changing the physical world for the benefit of all.” Its main relevance to ourleadership philosophy is that it frames engineering as a creative profession that has an impactbeyond the profession itself. We emphasize this framing during the first two years of theprogram through authentic, active-learning opportunities in the form of nine problem-based/project-based learning (PBL/PjBL) activities that run in parallel with and connect closelyto discipline-specific core technical, applied mathematics, and professional skills modules.The cornerstone and capstone projects of the program, the

Conference Session

Poster Session - Engineering Leadership Development Division

Collection

2018 ASEE Annual Conference & Exposition

Authors

Peter Golding, University of Texas, El Paso; Mike Thomas Pitcher, University of Texas, El Paso; Celena Arreola, American Society for Engineering Education; Crystal Fernandez-Pena, University of Texas, El Paso; Helen Elizabeth Geller, University of Texas at El Paso; Diane Elisa Golding, University of Texas, El Paso; Melissa Stearns; Daniel Santiago Torres, University of Texas, El Paso; Alejandro Rodriguez, UTEP Academic Technologies; Fernando Monroy, The University of Texas at El Paso; Sabastian Moncayo

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Engineering Leadership Development

assisted both the campus as well as the local community in developing technology programs that highlight student skills development in ways that engage and attract individuals towards STEAM and STEM fields by showcasing how those skills impact the current project in real-world ways that people can understand and be involved in. As part of a university that is focused on supporting the 21st century student demographic he continues to innovate and research on how we can design new methods of learning to educate both our students and communities on how STEM and STEAM make up a large part of that vision and our future.Celena Arreola, American Society for Engineering Education Celena Arreola graduated on May 13, 2017 with

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

survey periods. Asummary of universities sampled and the survey response rates associated with each is providedin Table 1. Senior capstone class representation directly corresponds with total graduating classrepresentation in all cases except one: at Penn State University, senior year mechanicalengineering students are given the opportunity to pursue interdisciplinary capstone projectshoused in a differing department (e.g., other than mechanical engineering) and about half do so.The students sampled from Penn State are those mechanical engineering seniors completing theircapstone project in their home department.The choice to sample entirely mechanical engineering students during their senior year wasdriven primarily by the larger study that

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

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 saving behaviors. Dr. Lang’s current research interests

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Harindra Rajiyah, California State University, Sacramento; Lorenzo M. Smith Ph.D., California State University, Sacramento; Susan L. Holl, College of Engineering & Computer Science, California State University, Sacramento

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Engineering Leadership Development

Conference Paper submitted to the 127th Annual ASEE Conference & Exposition, July 2021, Long Beach, CA.engineering schools with leadership programs in attendance [15]. Below is a summary ofkey take-aways on best practices from this study: • The whole spectrum of program maturity was represented, from mature programs with over 10 years of successful practice to future programs in development. • Undergraduate engineering leadership curricula placement varied. Examples of placements include Major, Minor, Certificate, course electives, integrating leadership fundamentals into required freshman seminar, in-class lectures, and capstone projects. • Leadership curricula consisted of four themes of leadership influence

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

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Engineering Leadership Development

program, they developed an action-learning project that was carried out in their organizations to test their leadership capability andcapability for solving real issues within their organization. Finally, they left the graduateprogram with a plan for continuing their leadership journey beyond the university and into theirfuture. Students worked in learning groups to support one another and actively coached eachother on their progress. Many commented: ‘this was my first time to truly assess myself in somany different dimensions and really put a plan in place to become the kind of leader I want tobe’. It was exciting to watch their leadership capabilities emerge and grow.In the survey of alumni conducted for this paper, an ongoing effort to track

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

. In this program, he is tasked with organizing all guest speaker visits, coordination of the student selection process, organizing the course capstone experience and any additional student affairs interactions required in the program. Prior to joining the UK College of Engineering, Tony served 24 years on active duty as a United States Air Force Commissioned Officer. c American Society for Engineering Education, 2018 Engineering Leadership Development Program: A Tenth Year Review and AssessmentAbstractIn 2007, the University of Kentucky College of Engineering created the Pigman LeadershipDevelopment Program. The program had the following three objectives: (1

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

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