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

successfulleaders.Personal leadership traits were assessed through Kouzes and Posner’s Students LeadershipPractice Inventory (LPI) Self Paper Version, which quantifies an individual’s performance inFive Practices of Exemplary Student Leadership3. These practices are defined as Model the Way,Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart3.The LPI assessment indicates a high, moderate, or low score within each practice based onaccumulated research. Through this assessment, leaders were made aware of their leadershipstrengths and weaknesses from which personal goals were set and action plans created to achievethese goals in exemplifying quality leadership. A leader would set a goal to improve in poor-scoring practices

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

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Engineering Leadership Development Division

).23Research has supported that capstone courses help students develop teamwork skills and increasecommunication skills and technical competencies. A nationwide survey conducted in 2011 among57 members of the ASCE Department Heads Council demonstrates that when the participants wereasked, ―Where does your department include/plan to include management, business, public policy,and leadership into the curriculum?‖, 68% of respondents chose ―Capstone/senior design,‖ whichmeans that the majority of leadership skills are obtained through capstone courses and designproject activities.26 In order to develop nontechnical skills such as leadership, the objectives of acapstone course should encompass many items, including improvement of team formation, skillsfor

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

David Bayless, Ohio University

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Engineering Leadership Development Division

actual experiment will be explained, along with the results and instructor reflectionon learning outcomes. Finally, planned future efforts will be discussed.BackgroundThe pivotal aspect of this work was that skills taught to select engineering students to improvetheir leadership development could be used to help freshmen learn how to ask questions in anopen-ended or interview situation to define a problem or obtain information for a desiredoutcome. The model used for helping students learn these skills was the (unnamed) LeadershipInstitute’s annual leadership class (seminar) that focuses on development of the student’sleadership styles through understanding of leadership concepts, emotional intelligence,examining the leadership styles of proven

Conference Session

Innovation in Engineering Leadership Education

Collection

2015 ASEE Annual Conference & Exposition

Authors

Cheryl Allendoerfer, University of Washington; Rebecca A. Bates, Minnesota State University, Mankato; Jennifer Karlin, South Dakota School of Mines and Technology; Ronald R. Ulseth, Iron Range Engineering; Dan Ewert

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Engineering Leadership Development Division

students to build on their strengths andovercome their weaknesses as they navigate their education.13A guiding principle for the IRE model is that students own the responsibility for their learning.At the beginning of each project cycle, students identify which outcomes will be addressedduring the project. Working with faculty, they determine which learning modes will be appliedand determine what types of evidence they will need to acquire in order to demonstrate outcomeattainment by the end of the project cycle. Learning activities include planning, resourceidentification, self-directed knowledge acquisition, peer conversation, help-seeking, reflection,and evaluation.15 Each project cycle concludes with the presentation of two reports: a

Conference Session

Assessment of Engineering Leadership Skills

Collection

2016 ASEE Annual Conference & Exposition

Authors

Mike Klassen, Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve, University of Toronto; Cindy Rottmann, University of Toronto; Robin Sacks, University of Toronto; Annie Elisabeth Simpson, Institute for Leadership Education in Engineering, University of Toronto; Amy Huynh, Institute for Leadership Education in Engineering, University of Totonto

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Diversity

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Engineering Leadership Development Division

leadership education.We identified fourteen key informants through personal networks and participation in thenetwork known as COMPLETE (The Community of Practice for Leadership Educationfor the Twenty-first-century Engineer). We conducted semi-structured telephoneinterviews with senior program leaders. For each program, we started with web-basedresearch as preparation for interviews that ranged in length from thirty minutes to twohours. Each interviewee was sent four broad question areas in advance: overall approachto engineering leadership, connection between technical engineering and leadership,resources and networks, and evaluation/assessment. Most interviewees shared resources(presentations, course syllabi, strategic planning documents) to

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

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Diversity

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Engineering Leadership Development Division

, critical infrastructure management and protection, interdisciplinary engineering education, and risk education.Dr. Julia M. Williams, Rose-Hulman Institute of Technology Dr. Julia M. Williams is Executive Director of the Office of Institutional Research, Planning, and Assess- ment and Professor of English at Rose-Hulman Institute of Technology. Her research areas include tech- nical communication, assessment, accreditation, and the development of change management strategies for faculty and staff. Her articles have appeared in the Journal of Engineering Education, International Journal of Engineering Education, IEEE Transactions on Professional Communication, and Technical Communication Quarterly, among others

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

Systems Model significant changes, new ideas, experiments, problem solves, adaptable • Broker: Sells ideas, influences decisions at higher levels, acquires needed resources, strong negotiatorManaging Processes • Monitor: Clarifies policies, expects accurate work, controlsInternal Process projects, monitors progress, develops measures andModel checkpoints • Coordinator: Brings order, plans schedules, provides stability, control and continuityProducing Results • Producer: Focuses on outside competition, emphasizes speed,Rational Goals Model

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

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Diversity

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Engineering Leadership Development Division

Paper ID #12205Teaching and Assessing Professional Skills in an Undergraduate Civil Engi-neering CurriculumDr. William J. Davis P.E., The Citadel William J. Davis is a professor in Civil & Environmental Engineering at The Citadel in Charleston, SC. He received his Ph.D. in civil engineering from Georgia Tech and is a registered professional engineer. His research interests focus on transportation infrastructure planning and design, highway safety, and active living by design. He teaches courses in engineering management, transportation engineering, geographic information systems, and land surveying.Dr. Dimitra

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

graduation he 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 lead- ership 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 (former chair of the Engineering Science & Mechanics council), helped establish an Alumni Advisory Board, and cur- rently serves as the Vice President of the College of Engineering Alumni Society. Affiliations include the Penn State Alumni Association

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

their peers and others. All participants reported ideas and motivation fortaking on related leadership roles in related initiatives on campus and in community. Someexamples include:“I will try and get some of the events and activities I learned about [at the conference] used oncampus or in high schools nearby to encourage engineering.”“I plan to offer plenty of encouragement to anyone who needs it! Men or women in engineeringwho feel for some reason they can’t do something.”“Educate others that engineering is not only for women and dominant races but for everyone tojoin and that race and gender plays no role in your competence.”ConclusionsThe SSAF provides a model for encouraging extra-curricular activities for other schools as itreduces the

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

ideas may be better thanyours), interpersonal skills (respect the needs of individuals and the group), communicating andadvocacy (clearly explain your perspective while respecting the perspectives of others),connecting (engage with people across disciplines, skills and cultures), negotiating andcompromise (recognize and work through conflict) 20. Together, these twenty-three skills may begrouped into four categories: strategic planning, interpersonal skills, decision-making andinspiring change.Engineering IdentityWhile contemporary studies of engineers in industry suggest that participants nostalgically recallthe halcyon days of “real” or “nuts and bolts” engineering 37, the professional identity literaturesuggests that engineers do themselves

Conference Session

Student and Other Views on Engineering Leadership

Collection

2016 ASEE Annual Conference & Exposition

Authors

Meg Handley, Pennsylvania State University, University Park; Dena Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University

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Engineering Leadership Development Division

(Lockheed Martin), he 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

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

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Engineering Leadership Development Division

interpersonal skill.6. Understand and describe the principles and processes that lead to effective teams. Evaluate and improve your effectiveness as a member of a team on assignments, activities, and/or a class project.7. Value diversity and the different perspectives, experience, skills that individuals bring to a team. Be able to effectively utilize those differences to enhance team performance.8. Develop skills needed to understand and establish a vision, establish goals, formulate a strategy and develop a plan consistent with a vision. Develop an ability to manage and prioritize your time effectively.9. Understand and be able to describe globalization including its historical context, driving forces and influences. Compare and

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

Engineers for Developing Countries (CEDC) is a student-driven service-orientedprogram whose mission is to provide sustainable, engineered solutions to communities in thedeveloping world. One of the most successful features of CEDC, from both undergraduateeducation and community development perspectives, is the structured and innovative internshipexperience. In addition to in-class student participation in design, planning, and projectimplementation, a few students are selected annually for an internship in the host communitywhere they have the opportunity to develop and enhance their leadership skills in an internationaland diverse setting. The internship program consists of Clemson University engineering studentsliving in rural Haiti for 6-12

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Meg Handley, Pennsylvania State University, University Park; Dena Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University

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Engineering Leadership Development Division

. Erdman has also taken courses at RPI, Union, UCLA, UCSB, MIT, and Dartmouth. At Rocket- dyne (Pratt & Whitney), he helped design the Space Shuttle. As manager of Reactor Safety Analysis, Experimental Engineering, and Fluid Dynamics Technology at KAPL (Lockheed Martin), he 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

Collection

2016 ASEE Annual Conference & Exposition

Authors

Fu Zhongli, National University of Defense Technology; Huang Zhang, NUDT in China; Tong Wu, Center for National Security and Strategic Studies (CNSSS), National University of Defense Technology (NUDT); Lini ZHOU, Center for National Security and Strategic Studies, National University of Defense Technology; Jianchuan Li, National University of Defense Technology; Lian Lin, National University of Defense Technology; wang yang, Continuing Education College, National University of Defense Technolgy(NUDT)

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Diversity

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Engineering Leadership Development Division

innovation, study control engineering and technology in national development strategies.Topic3: Science and Technology Focus on the learning about the development trendDevelopment Strategies in and application of the engineering leadership of theengineering leadership world, the development history, policies and strategic planning of China’s science and technology, understand the focus of innovation and research in engineering leadership fields.Subject Three: Courses on ManagementTopic1: Practice and Thinking on Learn and communicate about the cross

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

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Engineering Leadership Development Division

-Operate), an innovative educational framework forengineering, also addressed the need for engineering leadership in their most recent syllabusupdate. The syllabus extension includes ten different learning outcomes related to Creating a Page 26.634.2Purposeful Vision and Delivering on the Vision5 (p.69).In today’s workplace, the knowledge and experience gained through engineering leadershipeducation is valuable to all engineers, regardless if they plan to pursue managerial roles. Themajority of engineering work is team oriented, thus engineers must be prepared to work on teamsand take initiative when solving technical problems6. Leadership skills

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

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Engineering Leadership Development Division

CurriculumAbstractLike many engineering programs, the Ira A. Fulton College of Engineering at Brigham YoungUniversity has recognized the need for cultivating leadership skills in its engineering students.In 2005, planning efforts were initiated for rolling out an inclusive, college-wide engineeringleadership curriculum. These efforts have resulted in a structured experience that providesgraduates with proficiency in leadership knowledge and skills starting with the freshmen yearand culminating in practiced leadership experiences in senior project courses 1. Implementationof an inclusive curriculum required substantial support from each of the individual college units,thus the roll-out was staged with strong consideration to department timelines. Each program

Conference Session

Student and Other Views on Engineering Leadership

Collection

2015 ASEE Annual Conference & Exposition

Authors

Kim Graves Wolfinbarger, University of Oklahoma; Randa L. Shehab, University of Oklahoma

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Engineering Leadership Development Division

establishingstructure,14 such as keeping the team on schedule and assigning tasks, and broader descriptorssuch as “getting things done” and making decisions. The fact that all team members consideredbehaviors in this category as indicators of leadership was unsurprising given the project-orientednature of the competitions.For both teams, organizing the team to achieve a goal was the most common project-management behavior mentioned. Many team members associated “making sure everything getsdone” with leadership, a perspective corresponding the functional leadership models.17, 18, 21 Asexplained by a team officer with extensive leadership role experience, “You have to show thatyou’ve thought things out, you have a plan, and that you’re going to execute it

Conference Session

Curriculum Development in Engineering Leadership

Collection

2016 ASEE Annual Conference & Exposition

Authors

Steven W Klosterman, Northeastern University

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Engineering Leadership Development Division

continue to meet throughout the semester. • Identify at least one individual that you do not already know, as someone you think would be interesting to talk to, reach out to them and use your pitch as an effort to schedule a meeting with them (hint: sometimes a invitation for coffee/lunch works wonders!) • Prepare a summary of things you learned from each of these activities that were new or surprising, list the names of new people you met that are now part of your network and some manner in which you plan to maintain and nurture the relationship. Post what you’ve learned to the course folder and be prepared to discuss.”B.3 Trading Business CardsThis module covers the theater of exchanging information

Conference Session

Student and Other Views on Engineering Leadership

Collection

2015 ASEE Annual Conference & Exposition

Authors

Farah I. Jibril, Qatar University ; Bassnt Mohamed Yasser, Qatar University; Mahmoud Abdulwahed, Qatar University; Mazen O. Hasna, Qatar University; Mohieddine A. Benammar, Qatar University; Saud A. Ghani, Qatar University

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Diversity

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Engineering Leadership Development Division

change, disruptive/transformative innovation, development studies, strategic planning, and public policy. Mahmoud has authored/co-authored 50+ peer-reviewed published papers in well-reputed international conferences and journals, in addition to 25+ institutional/curricular frameworks and internal reports. Mahmoud has attained a number of research funding grants from the UK, Malaysia, and Qatar, and won a number of awards and scholarships during his studies and professional career. After finishing his Doctorate, Mahmoud worked as a researcher at Loughborough University, UK. In Fall 2011, he moved to Qatar University (QU), Qatar, as a faculty member with the Dean’s Office, College of Engineering. In Fall 2012, Mahmoud

Conference Session

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

Collection

2017 ASEE Annual Conference & Exposition

Authors

William J. Schell IV P.E., Montana State University; Bryce E. Hughes, Montana State University

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Engineering Leadership Development Division

and the work underway to refine and validate thismodel. The initial analyses offer preliminary insight into the data used to validate and refine theproposed engineering leadership identity development model. While these results indicate agreater proportion of engineering students involved in leadership activities than expected, aconsiderable amount of work, including more complex statistical testing currently underway,remains to understand the impact of these roles and how engineering educators might betterprepare engineers who are ready to lead. The following section outlines key aspects of theproject planned for the next several years.Future WorkThe complete research plan outlined in this work will be executed over the next three years

Conference Session

Assessment of Engineering Leadership Skills

Collection

2016 ASEE Annual Conference & Exposition

Authors

William J. Schell IV P.E., Montana State University; Paul J. Kauffmann P.E., East Carolina University

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Diversity

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Engineering Leadership Development Division

AAUP which found approximately 20% of university faculty were in nontraditional positions.19Data Demographics – National Survey ParticipantsParticipants in the national survey represented a wide range of engineering disciplines anddiffering levels of familiarity with Engineering Leadership programs. Only 28% of respondentscame from universities with a formal, defined leadership program for engineering students whileonly 6% of respondents from schools without such a program knew of plans to start one.Respondents represented more than 13 different engineering disciplines with the heaviestrepresentation coming from Civil (38%) and Engineering Technology (17%). These percentagesdiffered significantlyi from the general engineering educator

Conference Session

Innovation in Engineering Leadership Education

Collection

2015 ASEE Annual Conference & Exposition

Authors

Kathryn A. Neeley, University of Virginia

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Engineering Leadership Development Division

, character, and values.Cornell Engineering But technical skills alone are not enough. Turning ideas intoLeadership Program solutions, bringing innovations to life, influencing governments and societies: these require engineers to step up as team members and leaders.Rice Center for Engineering The difference between a “really smart” engineer and aLeadership “leading engineer” is the ability to create and communicate a shared vision, to build a high performing team, to develop and execute shared plans, and to create innovations that

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

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Engineering Leadership Development Division

professional leadership plan tailored to students’current and future career goals. Particular focus was made upon ways that students can aligntheir technical interests with leadership. The class involved a combination of lecture (based onarticles or papers by Kotter11, and Northouse12), experiential exercises (e.g., attending leadership Page 24.863.2seminars and writing reflections), discussions, in-class presentation, videos, individualassignments, and team assignments. Seven students took the course in Fall 2013 and were eitherfreshmen or sophomores in the College of Engineering. As part of their requirement in the course,each student developed a

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2013 ASEE Annual Conference & Exposition

Authors

Toby Egan, Purdue School of Engineering & Technology

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Engineering Leadership Development Division

. Leading psychologically secure environment can be double-edgedbecause while constructive outcomes may develop, leaders/managers are placed in a position ofhaving to recognize employee feedback out of alignment with their plans and/or vision. Despitethe pressures and complications it entails, leaders need to support dissent while, concurrently,allaying the temptation to dispatch their power and authority in cases when doing so mayencumber perceived psychological safety. Information exchange may provide opportunities forethical behavior and the formation of interpersonal between leaders and followers and amongfollowers. 17 By role modeling and reassuring followers that individual rent seeking, socialundermining, and other obstacles to forming

Conference Session

Student and Other Views on Engineering Leadership

Collection

2016 ASEE Annual Conference & Exposition

Authors

Jed S. Lyons, University of South Carolina

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Diversity

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Engineering Leadership Development Division

Conference Session

Insights and Practices for Engineering Leadership Development

Collection

2017 ASEE Annual Conference & Exposition

Authors

Ricky T. Castles, East Carolina University

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Engineering Leadership Development Division

their lab partner improve and to develop a plan for their own leadershipdevelopment.As part of a funded leadership grant, the instructor kept an online journal of each day’s activitiesand the opportunities students had to engage in leadership through each of these activities. Onelab session was also videoed to formalize the observation of student leadership. This video wasreviewed and coded to assess the types of interactions the students had with their lab partners,other peers, and the instructor. Various leadership qualities were noted including askingquestions when having difficulty, seeking help from other students, seeking help from theinstructor, and collaboration in teams.IntroductionThe development of engineering students into

Conference Session

Assessment of Engineering Leadership Skills

Collection

2015 ASEE Annual Conference & Exposition

Authors

Beth Lin Hartmann P.E., Iowa State University; Clinton Stephens, Iowa State University; Charles T. Jahren P.E., Iowa State University

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Engineering Leadership Development Division

☐ ☐ ☐ ☐ ☐ ☐ Know how to prepare an effective presentation ☐ ☐ ☐ ☐ ☐ ☐ Maintain eye contact during a conversation ☐ ☐ ☐ ☐ ☐ ☐ Represent a colleagues’ position when they are not present ☐ ☐ ☐ ☐ ☐ ☐ Demonstrate a successful event they have planned ☐ ☐ ☐ ☐ ☐ ☐ Influence others ☐ ☐ ☐ ☐ ☐ ☐ Go above and beyond what is asked

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

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Engineering Leadership Development Division

administrative check-offs. Inaddition, the instructor may be familiar and comfortable with engineering or safety content, butquite uncomfortable with discussions of ethics, values and honor codes. It’s also going to bedifficult to create performance-based objectives to meet any sort of ABET requirement as anextension of Criterion 3.f (understanding ethics). In our limited experience with an experimentalclass, graduate students are surprisingly interested, willing to read course materials extensivelyand have provided encouraging feedback.12 We have limited concrete data demonstrating successbeyond the classroom at this point, but there are plans to assess the impact of the algorithm.SummaryThe literature suggests that while academics endeavor to teach