Conference Session

Assessment of Engineering Leadership Skills

Collection

2016 ASEE Annual Conference & Exposition

Authors

Gary L. Winn, West Virginia University; Jeremy M. Slagley, Indiana University of Pennsylvania

Tagged Divisions

Engineering Leadership Development Division

itself is sometimesreplacing manager with leader as in project leader. But merely changing the title because leadersounds like a person who will do the right things and not just do things right doesn’t validate whatthe person actually does. A safety leader on a construction site may actually be a leader in nameonly, or worse, exhibit what has been called toxic leadership which puts his or her needs abovethose of the organization and its members.Academics are no better than industry when it comes to confusing leadership-in-name-only withunderstanding what and how a leader actually does. The American Society of MechanicalEngineers surveyed 68 academic department chairs about communication, ethics and leadershipknowledge and skills among their

Conference Session

Assessment of Engineering Leadership Skills

Collection

2015 ASEE Annual Conference & Exposition

Authors

William J. Davis P.E., The Citadel; Dimitra Michalaka P.E., The Citadel

Tagged Topics

Diversity

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Engineering Leadership Development Division

as a member of an interdisciplinary team. 21. Self Directed Learning Demonstrate the ability for self-directed learning. 22. Ethical Responsibility Apply standard of professional and ethical responsibility to determine an appropriate course of action. Page 26.1465.4Department outcomes and identifies eight specific outcomes that are being used to assessprofession skills. Course embedded indicators on tests, assignments, and projects are used toevaluate each of the 22 CEE Department outcomes. Results from embedded indicators and othermeasures are evaluated to ensure overall desired performance

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Kirsten S. Hochstedt, Penn State University ; Andrew Michael Erdman, Pennsylvania State University; Richard John Schuhmann, Gordon–MIT Engineering Leadership Program

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Engineering Leadership Development Division

. Specifically, the survey was designed to measure students’perceptions of seven defined leadership competencies. The survey consisted of 65 core items, 6demographic items, and 4 open-ended items. A 5-point Likert scale (i.e., strongly disagree = 1,disagree = 2, neither agree nor disagree = 3, agree = 4, strongly agree = 5) served as the itemoptions and scale for the 65 core items. The core items were grouped into seven subscales. Thesesubscales comprised the following categories: (1) understanding of ethical issues; (2) globalawareness, world-view; (3) oral communication skills; (4) organizational/leadership skills; (5)self-knowledge; (6) creativity; (7) teamwork.The educational objectives and outcomes for the program were previously reported2 and

Conference Session

Engineering Leadership Development Constituent Committee Division Technical Session 1

Collection

2014 ASEE Annual Conference & Exposition

Authors

Richard J. Schuhmann, Massachusetts Institute of Technology; James N. Magarian, Massachusetts Institute of Technology; Elizabeth Huttner-Loan, Massachusetts Institute of Technology

Tagged Divisions

Engineering Leadership Development Division

. 3.33%) required a discrete course ineither team building or leadership.12 Although a semantic distinction exists within course titles, wemaintain that civil engineering project management course content can include leadership elements ofteam development and effective communication; it can even explore the economic, environmental,social, political, ethical, health and safety, manufacturability, and sustainability of a project design andits impact in a global, economic, environmental, and societal context.The paper offers a rubric for identifying the presence of leadership-related course content in anengineering class, tests this rubric, and reports the observed nature and extent of extant leadership withintraditional introductory civil

Conference Session

Engineering Leadership Development Constituent Committee Division Technical Session 1

Collection

2014 ASEE Annual Conference & Exposition

Authors

Gregg Morris Warnick, Brigham Young University; Joshua Schmidt, Brigham Young University; Anton E. Bowden, Brigham Young University

Tagged Divisions

Engineering Leadership Development Division

competence and leadership. His research and teaching interests include developing global agility, globalization, leadership, project management, ethics, and manufac- turing processes. Gregg has lived in numerous locations within the USA and Europe and has worked in many places including North America, South America, Europe, Asia, and Africa. Prior to joining BYU, Gregg worked for Becton Dickinson, a Global Medical Technology fortune 500 Company. In this capacity he worked as a product development engineer, quality engineer, technical lead, business leader and pro- gram/project manager managing many different global projects. Gregg received his PhD in Educational Leadership and Higher Education from the University of

Conference Session

Assessment of Engineering Leadership Skills

Collection

2015 ASEE Annual Conference & Exposition

Authors

Joseph Louis, Purdue University; Amadin Osagiede, Purdue University, West Lafayette; Catherine G. P. Berdanier, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Benjamin Ahn, Massachusetts Institute of Technology; Karan Sharma, Purdue University

Tagged Divisions

Engineering Leadership Development Division

EngineeringLeadership, and (3) Engineering Leadership Capstone) within the minor are developed andtaught in-house. The final requirement involves experiential learning engagement. Studentprogress and leadership development are tracked as they complete the requirements of the minor. The elective courses are classified into four concentrations: (1) communication, (2)ethics, (3) creativity and innovation, and (4) global and societal impact. The four concentrationareas were created following research about other engineering leadership programs and thecourses available to engineering students across the university. The ‘communication’concentration includes courses that focus on the development of students' professional skills andengagement with technical

Conference Session

Innovation in Engineering Leadership Education

Collection

2016 ASEE Annual Conference & Exposition

Authors

Cindy Rottmann, University of Toronto; Robin Sacks, University of Toronto; Mike Klassen, Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve, University of Toronto

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Diversity

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Engineering Leadership Development Division

Paper ID #14655Sports, arts and concrete canoes: Engineers learning to lead outside the for-mal curriculumDr. Cindy Rottmann, University of Toronto Cindy Rottmann is a Research Associate at the Institute for Leadership Education in Engineering (ILead) at the University of Toronto. Her research interests include engineering leadership, engineering ethics education, critical theory, teacher leadership and social justice teacher unionism.Dr. Robin Sacks, University of Toronto Dr. Sacks is an Assistant Professor in the Faculty of Applied Science and Engineering at the University of Toronto teaching leadership and positive

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Alan R. Parkinson, Brigham Young University; Gregg Morris Warnick, Brigham Young University; Randall Davies, Brigham Young University

Tagged Divisions

Engineering Leadership Development Division

provides oversight for leadership development and inter- national activities within the college and he works actively with students, faculty and staff to promote and develop increased capabilities in global agility and leadership. His research and teaching interests in- clude developing global agility, globalization, leadership, project management, ethics, and manufacturing processes. Gregg has lived in numerous locations within the USA and Europe and has worked in many places including North America, South America, Europe, Asia, and Africa. Prior to joining BYU, Gregg worked for Becton Dickinson, a Global Medical Technology fortune 500 Company. In this capacity he worked as a product development engineer, quality

Conference Session

Curriculum Development in Engineering Leadership

Collection

2016 ASEE Annual Conference & Exposition

Authors

Eva Andrijcic, Rose-Hulman Institute of Technology; Julia M. Williams, Rose-Hulman Institute of Technology

Tagged Topics

Diversity

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Engineering Leadership Development Division

hour experience inwhich they assume roles of leadership in a community, business or an organization. There areseveral major learning objectives of this simulation: i) students are introduced to differentleadership styles and forced to discover that many of the leadership assumptions that hold true inbusiness-as-usual situations are violated in a crisis; ii) students learn how to utilize and allocatelimited resources and make necessary trade-offs; iii) students are exposed to situations in whichthey have to question the ethical implications of their decisions and determine what risks areacceptable and tolerable. Through a post-simulation reflection activity led by volunteer facultyand staff, as well as the local Emergency Services personnel

Conference Session

Engineering Leadership Development Constituent Committee Division Technical Session 2

Collection

2014 ASEE Annual Conference & Exposition

Authors

Megan Kenny Feister, Purdue University; Carla B. Zoltowski, Purdue University, West Lafayette; Patrice Marie Buzzanell, Purdue University, West Lafayette; William C. Oakes, Purdue University, West Lafayette; Qin Zhu, Purdue University

Tagged Divisions

Engineering Leadership Development Division

Paper ID #9937Leadership in Multidisciplinary Project Teams: Investigating the emergentnature of leadership in an engineering education contextMegan Kenny Feister, Purdue University Megan K. Feister is a doctoral candidate in the Brian Lamb School of Communication at Purdue Uni- versity. Her research focuses on organizational identity and socialization, team communication, ethical reasoning development and assessment, and innovation and design. Megan holds a B.A. in communica- tion from Saint Louis University and a M.A. in Organizational Communication from the University of Cincinnati.Dr. Carla B. Zoltowski, Purdue

Conference Session

Engineering Leadership Development Constituent Committee Division Technical Session 2

Collection

2014 ASEE Annual Conference & Exposition

Authors

Anton E. Bowden, Brigham Young University; Gregg Morris Warnick, Brigham Young University; Spencer P. Magleby, Brigham Young University

Tagged Divisions

Engineering Leadership Development Division

integrated leadership, ethics, and globalization curriculum at BYU and was recently appointed Weidman Professor in Leadership.Dr. Gregg Morris Warnick, Brigham Young University Gregg M. Warnick is the Director of the Weidman Center for Global Leadership and Associate Teaching Professor of Engineering Leadership within the Ira A. Fulton College of Engineering and Technology at Brigham Young University (BYU). The center provides oversight for leadership development and inter- national activities within the college and he works actively with students, faculty and staff to promote and develop increased capabilities in global competence and leadership. His research and teaching interests include developing global agility

Conference Session

Engineering Leadership Development: Theories, Models, Frameworks, and Tools

Collection

2017 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

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Engineering Leadership Development Division

Architectural Engineering (CEAE). She has served as the ABET assessment coordinator for her department since 2008. Professor Bielefeldt is the faculty director of the Sustainable By Design Residential Academic Program, a living-learning community where interdisciplinary students learn about and practice sustainability. Bielefeldt is also a licensed P.E. Professor Bielefeldt’s research interests in engineering education include service-learning, sustainable engineering, social responsibility, ethics, and diversity. c American Society for Engineering Education, 2017 Exploring the Use of the Competing Values Framework in Engineering EducationAbstractThis study

Conference Session

Innovation in Engineering Leadership Education

Collection

2015 ASEE Annual Conference & Exposition

Authors

Kathryn A. Neeley, University of Virginia

Tagged Divisions

Engineering Leadership Development Division

. Dependingon the circumstances, the wise or courageous course of action might approach one of theextremes. Virtues benefit both the individual who possesses them and the society of which thatindividual is a part. Any given social group’s definition of virtue depends on its vision of humanflourishing (eudaimonia in Greek) or what is sometimes called “the good life.” Virtue can onlybe cultivated and recognized within social groups.This conception seems to have been developed in connection with leadership and ethics inbusiness and education—and to engineering ethics, but has not, insofar as I have been able todetermine, been widely applied to engineering leadership development.Why Conformity Is Essential and Can Be Problematic in Engineering

Conference Session

Student and Other Views on Engineering Leadership

Collection

2015 ASEE Annual Conference & Exposition

Authors

Robyn Paul, University of Calgary; Lynne Gradon Cowe Falls P.Eng., University of Calgary

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division

additional six sub-themes. Participants’ definitions thatparticularly emphasized each sub-theme are given as an example. Table 2. Determined themes and sub-themes of the term engineering leadership. Sub- Themes Example Participant Definitions Themes Personal “[…] set an example through responsible, Strong Character accountable, and ethical behaviour.” Character Influential “The ability to inspire trust and confidence in a group Character of people.” Team “Manage people, projects.” Leader Team

Conference Session

Curriculum in Engineering Leadership Development

Collection

2015 ASEE Annual Conference & Exposition

Authors

Steven W. Klosterman, Northeastern University; Steven T. McGonagle, Northeastern University; Simon Pitts, Northeastern University

Tagged Divisions

Engineering Leadership Development Division

their research with theirclassmates.In the program, 14 leadership capabilities are taught and developed through lectures, case studyand labs augmented by a weekly guest speaker. Students are introduced to assessmenttechniques such as Myers-Briggs, Thomas-Kilmann and DISC, taught classic, contemporary andexperiential theories on transformational and transactional leadership, sources of power, ethics,followership, leading from the middle, influence without authority, team dynamics and otherthemes.With this foundation, vocabulary and awareness of the field of leadership, students are given a"share your leadership story” assignment due at the end of their final semester. They select anengineering leader of interest, someone renown in a field

Conference Session

Curriculum in Engineering Leadership Development

Collection

2015 ASEE Annual Conference & Exposition

Authors

Kyle G. Gipson, James Madison University; Meghan Daly, James Madison University; Cairo Jahan Lakil Sherrell, James Madison University; Thomas Atcheson Ware; Diane L. Foucar-Szocki, College of Education, James Madison University; Justin J. Henriques, James Madison University

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Engineering Leadership Development Division

as project manager and mentoring first-year engineering students. I have a lot of drive to uphold integrity and ethics in my work and actions, and I hope to be in a position where I can empower the disenfranchised and underprivileged.Mr. Thomas Atcheson WareDr. Diane L. Foucar-Szocki, College of Education James Madison University Dr. Foucar-Szocki is Professor of Learning, Technology and Leadership Education at James Madison University and Coordinator of Grants, Contracts and Special Projects in the College of Education. She holds degrees from San Diego State University, SUNY, College at Buffalo and Syracuse University.Dr. Justin J Henriques, James Madison University

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Simon Pitts, Northeastern University; Steve McGonagle, Northeastern University; Steven W Klosterman, Northeastern University

Tagged Divisions

Engineering Leadership Development Division

hand with passion, discipline, Page 23.399.6 intensity and flexibility. 5. Ethical Actions and Integrity: Adherence to ethical standards and principles and the courage to act ethically and with integrity. 6. Trust and Loyalty: Commitment to actions that will instill trust and to the principle that loyalty to the team yields loyalty to the leader and vision. Working to empower those around you to make the people around you successful. 7. Courage: Face difficult/high-risk actions head-on. 8. Vision: Creating compelling images of the future, identifying what could and should be for new products

Conference Session

Engineering Leadership Development Constituent Committee Division Technical Session 2

Collection

2014 ASEE Annual Conference & Exposition

Authors

Tim G. Kotnour, University of Central Florida; Charles H. Reilly, University of Central Florida; John A. Selter, University of Central Florida

Tagged Divisions

Engineering Leadership Development Division

• Provide a way for students to distinguish themselves (e.g., a certificate) Be a Good Engineer • (a) an ability to apply knowledge of mathematics, science, and engineering • (b) an ability to design and conduct experiments, as well as to analyze and interpret data • (c) an ability to design a system, component, or process to meet desired needs within realistic constraints such as economic, environmental, social, political, ethical, health and safety, manufacturability, and sustainability • (k) an ability to use the techniques, skills, and modern engineering tools necessary for engineering

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Diana Bairaktarova, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Glen DePalma, Purdue University; Pouneh Eftekhari

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Engineering Leadership Development Division

mechanical objects in engineering education instruction), and how engineering students’ personality traits influence ethical decision making process in engineering design.Dr. Monica Farmer Cox, Purdue University, West Lafayette Dr. Monica F. Cox is an associate professor in the School of Engineering Education at Purdue University and is the inaugural director of the Engineering Leadership Minor. She obtained a B.S. in Mathematics from Spelman College, a M.S. in Industrial Engineering from the University of Alabama, and a Ph.D. in Leadership and Policy Studies from Peabody College of Vanderbilt University. Teaching interests relate to the professional development of graduate engineering students and to leadership, policy

Conference Session

Engineering Leadership Development Constituent Committee Division Technical Session 2

Collection

2014 ASEE Annual Conference & Exposition

Authors

Benjamin Ahn, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Amadin Osagiede, Purdue University, West Lafayette

Tagged Divisions

Engineering Leadership Development Division

engineers whooverlooked important issues (e.g., safety or ethical) or failed to mention concerns to a properauthority. By overlooking the issues and failing to highlight concerns to the proper authority, thestudents believed an engineer was directly or indirectly responsible for a resulting catastrophe.Elements of cases are found below: One student’s case (Case #1) involved the construction and collapse of the San Francisco-Oakland Bay Bridge. The case centered on the head engineer who overlooked the seismic activity in a nearby area when designing and constructing the bridge. A Page 24.863.3 number of

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Amadin Osagiede, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Benjamin Ahn, Purdue University, West Lafayette

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Engineering Leadership Development Division

that will demonstrate their leadership proficiency tofuture employers and graduate schools.Elective courses are a compilation of pre-approved courses from various academic disciplines.These courses are categorized into four concentrations (communication; ethics; creativity andinnovation; and global and societal impact) with students taking courses in one or twoconcentration areas. The selection of these concentrations is a result of research about otherengineering leadership programs and availability of course options across the university. Thecommunication concentration courses focus on the development of students' professional skillsand engagement with technical and non-technical audiences. The ethics concentration coursesalign with

Conference Session

Innovation in Engineering Leadership Education

Collection

2016 ASEE Annual Conference & Exposition

Authors

Adjo A Amekudzi-Kennedy, Georgia Institute of Technology; Reginald DesRoches, Georgia Institute of Technology; Susan E Burns P.E., Georgia Institute of Technology; Laurence J. Jacobs, Georgia Institute of Technology; Janille A Smith-Colin P.E., Georgia Institute of Technology; Wes Wynens, Georgia Institute of Technology; Lisa Gail Rosenstein, Georgia Institute of Technology

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Diversity

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Engineering Leadership Development Division

Technology Janille Smith-Colin, Georgia Institute of TechnologyAbstractThe Global Engineering Leadership Minor aims to develop global engineer-leaders, that is,engineers who can contribute and lead effectively in domestic and international contexts insolving global grand challenges and other societal problems, working effectively across cultures.The Minor is based on the Global Engineering Leadership Development (GELD) conceptualframework, adapted from the Skills Model of Leadership. The Minor curriculum includeslearning and application of leadership theory, enhancement of engineering problem solvingskills, development of interpersonal skills (communication, collaboration, ethics, andmanagement), application of systems-level

Conference Session

Innovation in Engineering Leadership Education

Collection

2015 ASEE Annual Conference & Exposition

Authors

Jay B. Brockman, University of Notre Dame; Victoria E. Goodrich, University of Notre Dame; Gary Allen Gilot P.E., University of Notre Dame

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Engineering Leadership Development Division

has been successful in developing teamwork,communication, project management, ethics, multidisciplinary understanding, and other integralskills in students by providing educational opportunities that include sustained relationships withcommunity partners, inter-disciplinary teams, access to content experts and faculty advisors, andcourse credits.[9] Further, EPICS students met many of the ABET Engineering Criteria (EC)2000 learning outcomes.[10] Similarly, other groups, such as EFELTS (Tufts) and EngineersWithout Borders chapters (EWB, multiple universities) have made significant strides to startcommunity engaged engineering experiences at their campuses to encourage students to learn bydoing and solving real community needs.By implementing

Conference Session

Curriculum in Engineering Leadership Development

Collection

2015 ASEE Annual Conference & Exposition

Authors

Mohammadreza Ostadali Makhmalbaf, Virginia Tech; Denise Rutledge Simmons P.E., Virginia Tech

Tagged Divisions

Engineering Leadership Development Division

tounderstand their leadership capabilities, rather than a series of training interventions such ascourses or lectures.2,3Leadership competencies such as teamwork, problem solving, ethics, and communications4 arevital for the accomplishment of any construction project.5 According to the ASCE Vision 2025,civil engineers will have to command the multidisciplinary and leadership facets of their work inorder to implement complex projects that include various stakeholders.6 Similarly, it is stated inthe ASCE BOK (2008) that 21st-century engineers must possess leadership competencies inaddition to technical competencies as the industry moves forward.7 Other reasons, including risingcomplexity and the rapidly changing nature of construction projects, have

Conference Session

Innovation in Engineering Leadership Education

Collection

2015 ASEE Annual Conference & Exposition

Authors

James Logan Oplinger, Arizona State University; Micah Lande, Arizona State University, Polytechnic campus; Shawn S. Jordan, Arizona State University, Polytechnic campus

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Engineering Leadership Development Division

hard work ethic, motivates people, initiates action • Director: Providing clear direction, clarifies priorities, Page 26.1057.4 communicates the vision, plans and prioritizesIn Becoming a Master Manager8, each part of the Competing Values Framework is described indepth. Human relation roles emphasize on participation, conflict resolution, and consensusbuilding. As a mentor a leader understands themselves and those around them, provides a sourceof communication, and develops others. As a facilitator they add to team building, encourageparticipative decision making, and manage conflicts. Open

Conference Session

Student and Other Views on Engineering Leadership

Collection

2016 ASEE Annual Conference & Exposition

Authors

Emily Ann Marasco, University of Calgary; Robyn Paul, University of Calgary; Stephanie Hladik, University of Calgary; Marcela P Rodriguez, University of Calgary; Laleh Behjat P.Eng., University of Calgary; Lynne Gradon Cowe Falls P.Eng., University of Calgary

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Engineering Leadership Development Division

immensenumber of activities and university ethics regulations, only a few case study examples aredescribed here.Leadership in Cross-Disciplinary GroupsUndergraduate Music Society: In 2008, a group of like-minded undergraduate students withclassical music training sought to establish a music society specifically for engineering studentsto support the education and awareness around acoustical and noise engineering. This grouprequested financial support to purchase musical instruments that could be used by anyengineering student without access to their own instruments, either due to residence livingarrangements or cost, which would also be used in scientific demonstrations and related lecturesregarding the physics of music. After being successfully funded

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Aaron S. Gordon, Clemson University; Jeffery M. Plumblee II, Clemson University; Claire L. A. Dancz, Clemson University

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Engineering Leadership Development Division

accountability for managing independent and group projects in a professional environment. I have seen these experiences pay off outside of CEDC, and I already know that the leadership skills I have acquired will continue to make a positive impact on my future. Leadership in CEDC has been a huge contributor to my development as a leader. It forced me to take ownership of a project and be a driving force within it. This sense of ownership is key to taking on more responsibilities.DiscussionUnlike typical students in the CEDC program, CEDC interns not only have an objectively higherlevel of responsibility for the ethical considerations and successful execution of projects but alsodevelop the aptitude to lead a team of

Conference Session

Student and Other Views on Engineering Leadership

Collection

2015 ASEE Annual Conference & Exposition

Authors

Katherine Agnew Trevey, Marquette University; Andrea L. Gorman, Marquette University; Kristina M. Ropella, Marquette University

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division

program, students will have a concentration in engineering leadership notedon their transcript.Formal coursework is designed specifically for undergraduate engineering students. The coursesexplore topics including: self-awareness and emotional intelligence, leadership styles andtheories, servant leadership, team dynamics, motivating and guiding others, diversity in theworkplace (cultural, gender, etc.), communication, conflict management, ethical leadership,leading change, leading technology and innovation, market analysis, product development,entrepreneurship, and strategic and financial planning.A variety of assessment methods were employed in the first year. A pre- and post-testleadership inventory was administered to students to during the

Conference Session

Curriculum in Engineering Leadership Development

Collection

2015 ASEE Annual Conference & Exposition

Authors

Robyn Paul, University of Calgary; Lynne Gradon Cowe Falls P.Eng., University of Calgary

Tagged Divisions

Engineering Leadership Development Division

engineering leaders should not only take action, butthat they should have the “energy and drive”11 to achieve a “personal vision”15. Anyone who hasworked on an engineering project understands this need for leaders to strive for the best and bethe champion for the implementation of innovations3. This theme relates to the concept of self-management, where engineering leaders must be able to work efficiently, manage their time, andhave a strong work ethic in order to achieve their personal vision2.Teamwork. Regardless of one’s role, engineers are almost always required to work in a teamsetting. It is therefore logical that teamwork would be an essential part of engineering leadership.Competencies within this theme were phrased both as “teamwork with

Conference Session

Engineering Leadership Development Constituent Committee Division Poster Session

Collection

2014 ASEE Annual Conference & Exposition

Authors

Bruce DeRuntz, Southern Illinois University Carbondale; Rhonda K. Kowalchuk, Southern Illinois University Carbondale; John W. Nicklow, Southern Illinois University Carbondale

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Engineering Leadership Development Division

leadershipprogram, their employers, and their countries.IntroductionDeveloping the next generation of engineering leaders is an economic imperative that is sharedby most countries. The National Academy of Engineering1 (NAE), Engineer of 2020 initiativeemphasizes the need for future engineers to work in a technologically advanced global economythat is constantly changing. A goal of the initiative is “to educate technically proficient engineerswho are broadly educated, see themselves as global citizens, can be leaders in business and Page 24.672.2public service, and who are ethically grounded.”1 (p. 51). Universities have responded to thisimperative by