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

compile the list, one researcher read all of theportfolio narratives, noting which activities or experiences each student described and totalingthe number of times each activity was mentioned.FindingsOur review of the portfolio narratives revealed 27 different activities or experiences described bystudents as being among the most meaningful parts of the program. Some were entire retreats,while others were brief, organic experiences that we did not even plan. Of the 27 total activitiesor experiences, only five were described by four or more students as being among the mostmeaningful for him/her. Figure 1 (below) lists the most prevalent activities or experiences andthe number of students who mentioned them. Figure 1: Most

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

Professor of Practice in SEDTAPP and Engineering Science at Penn State. Erdman has chaired the local Jaycees, Department of Social Services Advisory Council, GE Share Board, and Curling Club; and served on the Human Services Planning Council, United Way, Chamber of Commerce, and Capital Fund Drive Boards of Directors. Erdman has lectured on leadership topics at Penn State and RPI. He served as a recruiter (25 years) for GE and Lockheed Martin, on the Penn State College of Engi- neering Advisory Council, an Alumni Advisory Board, and as the President of the College of Engineering Alumni Society. Affiliations include Fellow of ASME, member of ASEE, AIAA, the Penn State Alumni Association, Centre County Chapter Board of

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

course. Not every individual on the team needed to possess all skills but theteam required at least one individual who possessed strength in each skill. Student teamswere approved following completion of a composite skill matrix, and an adequate plan toaddress areas of team weakness.Between 2010 and 2013 team and leadership development activities were instituted andelaborated. In 2014 funding was provided by the Provost’s Office for a majorredevelopment of the capstone course for blended learning delivery. During the transition,course level learning outcomes were examined and mapped to the twelve CanadianEngineering Accreditation Board Graduate Attributes (CEAB GA) and the results wereincluded in the course syllabus (Jamieson, 2015; 2016; Ivey

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

academic plans at college entry, including:  Whether students planned to pursue engineering as a career after college.  How likely they were to change major during college (on a four-point scale from very unlikely to very likely).  The highest degree to which students aspired during their lives.  Students’ intended major, included to test differences among engineering fields.  The importance of getting a better job as a reason for them to attend college (measured on a three-point scale from not important to very important), assuming this reason might explain why they were motivated to select engineering.A set of institution-level variables collected by both CIRP and IPEDS were included to test forpotential

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

leadership positions, wantingfunding to develop a new initiative, and/or simply seeking to earn recognition at graduation withuniversity approved honor cords. Peer mentors are also required to participate in two full-dayleadership workshops offered each spring. After being an active mentor for two years or more,most move up to “leader” status within the organization hierarchy. Leaders are given much moreresponsibility, such as assisting with the planning of the leadership workshops and presenting atconferences. These leaders play an integral role in developing the new mentors who join theorganization, mentoring the mentors themselves. A few methods to analyze the effectiveness of the peer mentor program at LSU havebeen undertaken recently [12

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

course.IntroductionAs universities strive to graduate engineering students who can make an impact on society,engineering leadership programs have become more prominent. The National Academy ofEngineering [1] as well as various engineering professional societies highlight the importance ofleadership skills in engineering [2-6]. This trend is reinforced by the newly approved ABETCriteria for the 2019-20 review cycle that includes “the ability to function effectively on a teamwhose members together provide leadership … establish goals, plans tasks, and meet objectives”[7]. With these ABET changes come questions about how to assess leadership. Because theconversation among educators on developing leadership in engineering students is growing, thisresearch seeks to

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

andsupervising others, coordinating and planning tasks, and building team cohesion—neither highnor low importance ratings among 38 professional skills. However, within leadership skills thestudents assigned a much higher value to coordinating and planning tasks and building teamcohesion than to motivating and supervising others, which shows that they ascribe different valueto different leadership skills. As in Direito et al.’s study, the participants in Chan et al.’s studiesrated their confidence in leadership skills lower than they did the importance of those skills.While these studies provide us with an understanding of the value that engineering studentsascribe to leadership and other professional skills and of their ability beliefs in these skills

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

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

situated leadership learning insights of senior engineers [52]. By privileging deeplycontextualized leadership learning narratives over more traditional career path research methods—quantitative analysis of human resource records and large-scale industry surveys—we wereable to generate a dynamic, empirical strategy to examine how engineers learn to lead over thecourse of their careers. This data collection method also provided us with a useful way to test thedual career track model.Our sampling plan involved identifying 3-4 engineers with at least 25 years of experience in eachof eight industries, deliberately diversifying by career path and demographic background. InMarch 2018, we sent invitations and project descriptions to key informants in

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

conducted research for Naval Reactors. He currently serves as the Walter L. Robb director of Engineering Lead- ership and as an instructor in Engineering Science at Penn State. Erdman has chaired the local Jaycees, Department of Social Services Advisory Council, GE Share Board, and Curling Club; and served on the Human Services Planning Council, United Way, Chamber of Commerce, and Capital Fund Drive Boards of Directors. Erdman has also lectured on leadership topics at Penn State and RPI. He returned to campus frequently as a recruiter (25 years) for GE and Lockheed Martin, serving on the Penn State College of Engineering Advisory Council, helped establish an Alumni Advisory Board, and currently serves as the Past

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

respect for a person beforeaccepting them as a leader, which implies that acceptance of the group is foundational toleadership. He said: “I gained good leadership experience interfacing with the adults and planning some events for the troop. And in high school I was on my basketball team and I was one of the senior captains. That was also a leadership experience. Even though I wasn’t the best basketball player, you have to really earn respect to be given that title. Respect is critical in the acceptance of a leader.”College ExperiencesWe are also interested in how college experiences affected the development of the student leaders.We asked them about meaningful activities that helped them to develop their skills as a

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

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

this study is associated with. The larger study sought tosample students at or very close to the time period during which they will select theiroccupational or graduate school plans, and to sample consistently from a single college majorthat had relatively stable enrollments and career prospects. The latter criteria help minimizeunobservable error in job preference measurement due to market effects. The leadershipconfidence and risk orientation relationships discussed in the Literature Review section of thispaper have no known theoretical inconsistencies across the range of engineering majors;however, while we believe that this study’s results should generalize across all engineeringmajors, our dataset does not allow us to empirically validate

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

andmanagement—often framing management as the bureaucratic straw man against whichleadership shines. Drawing on the work of Komives [5] and Bass [6], we locate this distinctionin the source of an engineer’s influence and authority. When an individual’s authority is rootedprimarily in organizational structures and is enacted through project planning, budgets, orcompany policies, we characterize it as “positional,” following Komives, or “transactional,”following Bass. When an individual’s influence stems from his or her capacity to motivate andinspire others, and is less clearly derived from organizational policies or structures, wecharacterize it as “process-based,” following Komives, or “transformational,” following Bass.By using the position/process