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

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

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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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

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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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: 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

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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

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

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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

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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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

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

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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

Assessment of Engineering Leadership Skills

Collection

2015 ASEE Annual Conference & Exposition

Authors

Doug Reeve P.Eng., University of Toronto; Cindy Rottmann, University of Toronto, ILead; Robin Sacks, University of Toronto

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Diversity

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Engineering Leadership Development Division

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 psychology at both the graduate and undergraduate levels. Robin also serves as the Director of Research for the Engineering Leadership Project at the Institute for Leadership Education in Engineering which aims to identify how engineers lead in the workplace

Conference Session

Curriculum Development in Engineering Leadership

Collection

2016 ASEE Annual Conference & Exposition

Authors

David Niño, Massachusetts Institute of Technology

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Engineering Leadership Development Division

nations. Ni˜no has published on the topics of organi- zational culture, courage, ethics, and the development of management and leadership skills. He holds a Ph.D. in Management from the University of Texas at Austin, where he also earned his B.A., B.B.A., and M.A. degrees. c American Society for Engineering Education, 2016 Developing Engineering Leaders Using a Reflective Autobiographical Exercise David Niño, Ph.D. Massachusetts Institute of TechnologyThis paper describes an autobiographical exercise that helps engineering students build self-awareness of their distinctive leadership strengths and

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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Engineering Leadership Development Division

test, p = 0.006).  Respondents supported a variety of reasons that EL is a high importance component of undergraduate education, including: improving student’s career success (72%), the need for effective communication (78%), and the role of leadership in influencing the organization (81%). The strongest reason for this support was based on the professional obligation of engineers, where 85% of respondents agreed that without strong EL, the role engineers hold with respect to solving society’s greatest challenges will be diminished. One respondent took this further, stating “We have a moral and ethical responsibility to create the very best leaders....that is our very mission as post

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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Engineering Leadership Development Division

flexible and having multidisciplinaryskills in basic technology and application technology, were covered. The Societal codebook included many of the condition aspects and societal issues inengineering. Constructs included "scholarly" atmosphere, respect principles, interactivecommunication and business elements during the engineering process. Relationships betweenengineering and social responsibility, politics, ethics, and global issues were identified associetal issues. According to the data of survey, 65% of interviewers selected "scholarly"atmosphere and only 8% selected the hardware condition among societal issues. Survey datashows that the interactive communication is the main method to cultivate the leadership in theengineering field. 85

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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Engineering Leadership Development Division

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 psychology at both the graduate and undergraduate levels. Robin also serves as the Director of Research for the Engineering Leadership Project at the Institute for Leadership Education in Engineering which aims to identify how engineers lead in the workplace.Ms. Annie Elisabeth Simpson, Institute for Leadership Education in Engineering, University of Toronto Annie is the Assistant Director of the

Conference Session

Innovation in Engineering Leadership Education

Collection

2015 ASEE Annual Conference & Exposition

Authors

Roger V. Gonzalez P.E., University of Texas, El Paso; Richard T. Schoephoerster, University of Texas, El Paso; Jessica Townsend, Olin College of Engineering

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Engineering Leadership Development Division

(NAE) and its 2007 publicationRising Above the Gathering Storm: Energizing and Employing America for a Brighter EconomicFuture [1] in which they urged a focus on developing, recruiting, and retaining engineers. Datasupporting this demand is documented in the National Science Foundation’s publication, Scienceand Engineering Indicators 2012 [2], using Bureau of Labor Statistics from 2002 to 2018 thatproject job openings from growth and needs replacement, which will top 160,000.There is an evermore urgent need for our higher education sector to graduate engineers whopossess the knowledge, skills, and abilities to respond to a 21st-century world with its technical,social, and ethical complexities. Indeed, engineers’ abilities to meet these needs

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

248 4.13 0.00 Thinking Cognition, Systems 247 3.47 247 4.10 0.00 thinking, and Thinking mental Critical Thinking 248 3.43 248 4.16 0.00 Creative 247 3.40 247 4.23 0.00 Thinking Innovation 248 3.46 248 4.14 0.00 Professionalism 244 3.50 244 4.09 0.00 Ethics & 245 3.44 245 3.99 0.00

Conference Session

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

Collection

2017 ASEE Annual Conference & Exposition

Authors

Mike Klassen, University of Toronto; Serhiy Kovalchuk, University of Toronto; Doug Reeve P.Eng., University of Toronto; Robin Sacks, University of Toronto

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Diversity

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Engineering Leadership Development Division

refused theopportunity to lead a project – based on personality traits, past performance, work ethic orrelationships with managers. Organizations, through the actions of their managers andsupervisors, facilitate or constrain the leadership development of their young engineers based onhow they communicate opportunities and assign work.Individual CasesThe cases that follow show specific instances of leadership conceptions, behaviours andopportunities that bring the findings to life through individual narratives. We selected these casesto highlight patterns we saw in the full set of twenty-one interviews. Robert Yin [23] argues thatcase studies are best suited for answering complex “how” and “why” questions when there aremany more variables than