Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

David Niño, Massachusetts Institute of Technology

Tagged Divisions

Engineering Leadership Development

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Michele Norton, Texas A&M University; Ben Behbood Zoghi, Texas A&M University

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Diversity

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Engineering Leadership Development

c Society for Engineering Education, 2021 A Narrative Inquiry Exploring the Role of Ambiguity Tolerance in an Engineering Professionals Identity as a LeaderAbstract Engineering leaders acquire knowledge, skills, behaviors, and experiences throughouttheir career that are continually renegotiated in their ongoing sense-making of their personalnarrative. This research endeavor (part of a larger study) explored identity through theperceptions of graduate students aiming to earn an Engineering Technical Management degreeand their beliefs about leading in the engineering field. The survey results showed thatprofessionals in the program see a correlation between their belief in self as a leader and

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

compe- tency for the engineering/construction workforce. As director of the Simmons Research Lab, her work on competence development in civil engineers and construction professionals has included a focus on out-of- class involvement and affective engagement in the educational experience, which she explored through an NSF-funded CAREER award. Her work has also explored competence development in the workplace and investigated factors such as personal satisfaction and resilience, organizational culture, informal learning, and work values. Her research has included a major emphasis on the leadership development of engi- neering and construction professionals, and she was the principal investigator of an NSF-funded grant

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

career path of starting from primarily technical work through project management andinto management and leadership." [5] One consequence of this lack of leadership developmentis that non-engineers often manage civil engineers because they were perceived to possess “…stronger leadership, communication, and business skills".[5]In 2006, the American Society of Civil Engineers convened a “Summit on the Future of CivilEngineering” in response to concerns for the civil engineering profession's future and articulatedan “aspirational global vision,” the Vision 2025 statement. [3] Part of this vision was for civilengineers to serve “competently, collaboratively, and ethically” as master “leaders in discussionsand decisions shaping public environmental

Conference Session

Career Advancement Through Engineering Leadership Development

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Mark Jason Luchini; David J. Cribbs, Jackson; Dirk Joel-Luchini Colbry, Michigan State University; Katy Luchini-Colbry, Michigan State University

Tagged Divisions

Engineering Leadership Development

their ownwork, as well as to provide company management with some assessment of the value and impactof these training activities. In addition to surveys of team leaders, qualitative insights weregathered through anecdotal and non-directed conversations with senior management, as well asin-the-wild observations of the behaviors of trained and untrained employees.All survey results described here were gathered using a five-point Likert-style scale where 1 isStrongly Disagree, 3 is Neutral, and 5 is Strongly Agree. As summarized in Table 3, team leaderssurveyed before the training generally chose Agree/Strongly Agree when asked about the valueof the training for their own careers and for the well-being of the company. Responses to onequestion

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Teresa J. Didiano, University of Toronto; Annie Elisabeth Simpson, Troost Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve P.Eng., University of Toronto

Tagged Divisions

Engineering Leadership Development

Paper ID #32760A Leadership-Development Ecosystem for Engineering Graduate StudentsTeresa J. Didiano, University of Toronto Teresa Didiano is the Graduate Professional Development Coordinator at the Troost Institute for Lead- ership Education in Engineering at the University of Toronto. She designs and coordinates leadership and professional development programs for graduate students and postdoctoral fellows to explore diverse career pathways. Teresa has an HBSc and MSc from the University of Toronto, and Life Skills Coach- ing Certification from George Brown College. She also is a certified MBTI Practitioner and recently

Conference Session

Designing and Evaluating Engineering Leadership Programs

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

John D. Stevens, The Pennsylvania State University ; Dena Lang, Pennsylvania State University; Meg Handley, Pennsylvania State University; John Jongho Park; Paul Mittan, Penn State Engineering Leadership Development

Tagged Divisions

Engineering Leadership Development

in- crease energy saving behaviors. Dr. Lang’s current research interests focus on identifying, assessing, and developing key skills, knowledge, attitudes, and other intrinsic and extrinsic factors required for engineers to effectively lead others, particularly other engineers and across cultures.Dr. Meg Handley, Pennsylvania State University Meg Handley is currently the Associate Director for Engineering Leadership Outreach at Penn State University. Previously, Meg served as the Director of the Career & Corporate Connection’s office at the Smeal College of Business at Penn State University. Meg completed her PhD in Workforce Education at Penn State, where she focused on interpersonal behaviors and their

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

organizational and individual career development, and adult learning, training design, and evaluation. In addition to 33 years teaching at the graduate level and serving as associate dean of the School of Education at two different times, founded and managed the university’s Career & Personal Counseling Center and related services, codesigned master’s degrees in Human Resource Development, and Learning Technology, and a doctorate in Organization Development. In addition, served as a career development consultant to several regional engineering firms, to American Express Corp, the State of Minnesota Department of Economic Security, the U.S. Department of Labor, and USAID.Dr. Elaine R. Millam, WorkWise Coaching & Consulting

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

problems. These non-technical skills allowstudents to understand the social, political, economic, cultural, environmental, and ethical aspectsof their future jobs[1]. The development of leadership is especially important for students whowish to pursue management careers including project management (PM) which is a highlyneeded and promising career path. Few undergraduate students are exposed to PM during theirundergraduate curriculum, and most PM courses are based on literature and reading. TheNational Research Council Board on Engineering education noted that undergraduate curriculumneeds to be reformed in order for undergraduates to get extensive exposure to interdisciplinary,hands-on skills, creative design, and systems thinking[2]. At the

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

Tagged Divisions

Engineering Leadership Development

Paper ID #32323An Overview of the Hornet Leadership Program in the College ofEngineering & Computer Science at California State University, SacramentoDr. Harindra Rajiyah, California State University, Sacramento Dr. Harindra (Raj) Rajiyah’s career spans six organizations from Academia to Industry. He currently teaches as an adjunct faculty in the college of engineering & computer science at CSU. • Raj started his career at Georgia Institute of Technology in Atlanta as an Assistant Professor in Engi- neering Science and Mechanics. He taught 5 undergraduate and graduate level courses, mentored graduate students and

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

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

students in STEM, integrative training for graduate teaching assistants, and curriculum innovation for introductory computing courses.Mr. Lucas Anderson, University of Illinois at Urbana - Champaign Lucas Anderson is a Specialist in Education at the Center for Innovation in Teaching & Learning (CITL) at the University of Illinois. He organizes the central campus teacher training program for the more than 800 new Teaching Assistants (TAs) Illinois welcomes each year. He continues to work with TAs throughout their graduate career by observing their classes, helping them collect and interpret feedback from their students, and shepherding them through CITL’s teaching certificate program. He offers a variety of workshops

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

Tagged Divisions

Engineering Leadership Development

was a professor at Bellevue University (Bellevue, Nebraska) for 26 years. She is an officer in the Engineering Leadership Development (LEAD) and Engineering Management (EMD) divisions of ASEE, and also active in the American Society for Engineering Management (ASEM).Dr. Meg Handley, Pennsylvania State University Meg Handley is currently the Associate Director for Engineering Leadership Outreach at Penn State University. Previously, Meg served as the Director of the Career & Corporate Connection’s office at the Smeal College of Business at Penn State University. Meg completed her PhD in Workforce Education at Penn State, where she focused on interpersonal behaviors and their impact on engineering leadership

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

Paper ID #33843How Do Human Interaction Labs Contribute to Engineering LeadershipDevelopment Growth?Mr. Brett Tallman P.E., Montana State University, Bozeman Brett Tallman is currently a Doctoral student in Engineering at Montana State University (MSU), with focus on engineering leadership. His previous degrees include a Masters degree in Education from MSU (active learning in an advanced quantum mechanics environment) and a B.S. in Mechanical Engineering from Cornell. Prior to his academic career, he worked in the biotech (Lead Engineer), product design, and automotive (Toyota) sectors for 14 years, and is a licensed

Conference Session

Innovative and Impactful Engineering Leadership Pedagogy

Collection

2021 ASEE Virtual Annual Conference Content Access

Authors

Seth C. Sullivan, Texas A&M University; Maria Polyzoi, Texas A&M University

Tagged Divisions

Engineering Leadership Development

exercises.Fourteen coaches worked with students one-on-one during the semester (some coaches workedwith multiple participants). The coaches who were paired with students had recently completedtwo graduate courses: Foundations in Professional Coaching and Coaching Groups and Teams.The majority of the coaches were mid-career professionals who were fulfilling the requirementsfor a master’s degree in education and human development fields, while a few were non-degreeseeking students who enrolled in the courses to learn how to incorporate coaching into theiroccupations.Coached participants were provided with a leadership wheel (Figure 1) during their first sessionwith their coach, and asked to fill it out according to how satisfied they felt in each

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

, sustainability education, and psychological well-being. Particularly, he examines how possible future-self influences engineering students’ learning, academic motivation, and career trajectory. The major population he primarily focuses on is STEM undergraduate and graduate students. He has received extensive qualitative and quantitative methodological training in the area of educational psychology. He acquired a Bachelor’s of Science in Human Resources Management and a Masters of Educational Technology from California State University, Long Beach, and a Master’s of Program Evaluation and a Doctorate of Philosophy from the University of Texas at Austin. Prior to joining the Penn State University, he worked as a research fellow