ASEE PEER - Search Results

Displaying all 19 results

Educating the Whole Engineer: Leveraging Communication Skills to Cultivate Ethical Leadership Character

Conference Session: Engineering, Ethics, and Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Farnoosh B. Brock, Prolific Living Inc.; Jessica Koehler, Wake Forest University; Andy Brock, Prolific Living; Olga Pierrakos, Wake Forest University and National Science Foundation
Tagged Divisions: Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

University Program for Leadership and Character in the Professional schools. In her role she also supports with the development and assessment of character and ethics education in the engineering program.Mr. Andy Brock, Prolific Living Andy Brock is an electrical engineer with 13 years of IT experience primarily in the software, networking and security space. He worked as a security architect and network solution engineer for government projects before starting his company, Prolific Living Inc with his wife, Farnoosh Brock in 2012. Today, they partner with universities such as Duke, Johns Hopkins, Northwestern, as well as visionary organizations to educate engineers and their leaders on Leadership, Communication and

Relevance Score: 1.7499335

Navigating the Mystery: An Approach for Integrating Experiential Learning in Ethics into an Engineering Leadership Program

Conference Session: Engineering, Ethics, and Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: James N. Magarian, Massachusetts Institute of Technology; John M. Feiler, Massachusetts Institute of Technology; Leo McGonagle, Massachusetts Institute of Technology; Eileen Milligan, Massachusetts Institute of Technology; Alexander Rokosz, Massachusetts Institute of Technology; Elizabeth Schanne, Massachusetts Institute of Technology; Reza S. Rahaman, Massachusetts Institute of Technology; Olivier Ladislas de Weck, Massachusetts Institute of Technology
Tagged Topics: Diversity
Tagged Divisions: Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

Paper ID #42120Navigating the Mystery: An Approach for Integrating Experiential Learningin Ethics into an Engineering Leadership ProgramDr. James N. Magarian, Massachusetts Institute of Technology James Magarian is a Sr. Lecturer with the Gordon-MIT Engineering Leadership (GEL) Program. He joined MIT and GEL after nearly a decade in industry as a mechanical engineer and engineering manager in aerospace/defense. His research focuses on engineering workforce formation and the education-careers transition.John M. Feiler, Massachusetts Institute of TechnologyLeo McGonagle, Massachusetts Institute of Technology Leo McGonagle

Relevance Score: 1.7499335

Benchmarking a Foundation for Improving Psychological Safety in Teams

Conference Session: Engineering, Ethics, and Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Michelle Marincel Payne, Rose-Hulman Institute of Technology; Kenneth W. Lamb P.E., California State Polytechnic University, Pomona; Seth Claberon Sullivan, Texas A&M University
Tagged Topics: Diversity
Tagged Divisions: Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

teamsAbstractPsychological safety is emerging in the literature as a gateway to creating high performing teamsand high team satisfaction. Studies have demonstrated that psychological safety is a keyingredient in the ability of teams to perform to a higher degree than they otherwise would be ableto. In this research, we continue to expand the assessment of psychological safety in seniorcapstone teams to include data from engineering programs across four different institutions toprovide a sense of the experiences on capstone design teams and impacts interventions mayhave. We also begin to explore approaches to improve psychological safety in senior capstoneteams by focusing on improving students’ awareness of their ethics (the principles that guidetheir choices). The

Relevance Score: 1.5021226

Exploration of Career and Ethical Challenges of Analytics and Generative Artificial Intelligence in an Engineering Leadership Course

Conference Session: Engineering, Ethics, and Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: B. Michael Aucoin P.E., Texas A&M University; Zhendi Zhang, Texas A&M University; Miles O. Dodd, Texas A&M University
Tagged Divisions: Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

Paper ID #43424Exploration of Career and Ethical Challenges of Analytics and GenerativeArtificial Intelligence in an Engineering Leadership CourseDr. B. Michael Aucoin P.E., Texas A&M University B. Michael Aucoin is a Senior Lecturer in the Department of Engineering Technology & Industrial Distribution at Texas A&M University, an Adjunct Instructor in the School of Leadership Studies at Gonzaga University, and President of Electrical Expert, Inc.Zhendi Zhang, Texas A&M UniversityMiles O. Dodd, Texas A&M University Miles Dodd is currently pursuing a Master’s degree in Engineering Technology at Texas A&

Relevance Score: 1.5021226

Reducing Student Aversion to Strategic Networking

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership in Industry
Collection: 2024 ASEE Annual Conference & Exposition
Authors: B. Michael Aucoin, Texas A&M University
Tagged Divisions: Engineering Leadership Development Division (LEAD)

student opinions about strategicnetworking before and after they experience the course material and activities. The second of thesesurveys explores the effectiveness of each intervention as perceived by students. This latter surveyalso explores the potential positive effect of portraying strategic networking to doing good for others.While the students’ first survey opinions were slightly on the positive side of neutral about strategicnetworking, they nevertheless evidenced concerns over the ethics and authenticity of strategicnetworking and lack of skill in practicing it. Course content was oriented in part to portray strategicnetworking as a practice that benefits others and promotes worthy causes; it is servant leadership inpractice. Student

Relevance Score: 0.03568114

The John Lof Leadership Academy at the University of Connecticut-WIP

Conference Session: Engineering Leadership Development Division Technical Session
Collection: 2023 ASEE Annual Conference & Exposition
Authors: Aida Ghiaei, University of Connecticut; Alanna Marie Gado; Francesco Rouhana; Tasnim Zaman; Mahjabeen Fatema Mitu; Mayowa Festus Oladele; Adaeze Maduako, University of Connecticut; Suman Kumari, University of Connecticut
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division (LEAD)

workshops onsuch topics as “developing leadership philosophy,” “cultural competency,” “leading,micromanaging, and mentoring,” and “ethics, pragmatism, and risk-taking,” among others.Members also engage in outreach projects and are provided with individualized assessments 2geared to the career and personal goals of each. Participation in the program provides myriadbenefits to members, including mentoring from industry representatives and UConn Engineeringleaders, resume building, exclusive JLLA-related grants and fellowships, faculty social hours(providing interdisciplinary networking), and a professional community through which memberscan make

Relevance Score: 0.031145051

ASEE 2024 Paper—Examining Cultural Elements to Enable Change

Conference Session: Special Session: Engineering Leadership—The Courage to Change
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Marnie Jamieson, University of Alberta; John R. Donald P.Eng., University of Guelph
Tagged Divisions: Engineering Leadership Development Division (LEAD)

) ● sub-disciplinary cultures (Gilbert, 2008; Godfrey, 2007; Murphy et al., 2007) ● national cultures (Downey and Lucena, 2005) ● assessment cultures (Borrego, 2008).Godfrey [9] also cites studies of cultural change in engineering education, related to the role of ● institutional culture in effecting change (Covington and Froyd, 2004; Kelly and Murphy, 2007; Kezar and Eckel, 2002; Merton et al., 2004), and ● measuring cultural change (Fromm and McGourty, 2001; Lattuca, Terenzini, and Volkwein, 2006).4.1.2 Observable Engineering Education Cultural Beliefs and ValuesBeliefs such as meritocracy, ethics, complexity, difficulty, worthiness and stress are beingstudied with respect to engineering education culture and the impact on

Relevance Score: 0.029734282

Competency-based Engineering Leadership Development using a Bookend Approach

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Stacie Edington, University of Michigan; Michael Dailey, University of Michigan
Tagged Divisions: Engineering Leadership Development Division (LEAD)

professionals as well as from national sources including the NationalAcademy of Engineering (NAE) [2], the American Society for Engineering Education (ASEE)[14], and the Accreditation Board for Engineering and Technology (ABET) [1] (See Appendix Afor competency definitions and dimensions). Each competency can be assessed on one of threeperformance levels designated as: Exploring, Engaging, and Explaining (Table 2) [15].Table 1: Key Professional Competencies [15] ● Communication ● Ethics ● Lifelong Learning ● Creativity ● Global/Cultural Awareness ● Risk Management ● Empathy ● Grit/Persistence/Resilience ● Systems

Relevance Score: 0.027528593

Assessing Leadership Development through a Leadership Practice Project: A Work in Progress

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Kim Graves Wolfinbarger, University of Oklahoma; Javeed Kittur, University of Oklahoma
Tagged Divisions: Engineering Leadership Development Division (LEAD)

change?Course description. “Leadership and Management for Engineers” is a theory-to-practice coursefocused on the development of functional leadership skills [2] useful in engineering, computing,and science professions. The core emphasis is process-oriented, collectivistic leadership [3],particularly as conceptualized in the team leadership [4], [5] and shared leadership frameworks[6].Topics covered in the course during the period described in this paper (2017–present) includethose listed in Table 1. During this time, some topics have been added (e.g., psychological safety[7], engineering leadership orientations [8], virtue ethics, and building trust), others have beendropped (e.g., judgment and decision-making [9], [10], the People Styles

Relevance Score: 0.022022875

Applying Aspects of Professional Settings to Student Teaming in an Engineering and Design Course

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Robert Benjamin Simon, Georgia Institute of Technology; James Field; Lauren Stewart, Georgia Institute of Technology
Tagged Divisions: Engineering Leadership Development Division (LEAD)

to different views on accountability from students and professionals, which arestrengthened further by the fact the student is a customer, whereas the employee is not.Accountability is not only found across several sections (e.g. Clients & Employers, Peers) of theAmerican Society of Civil Engineers Code of Ethics [12], but is an essential part of leadership –engineering or otherwise.Fairness, or the perception of, is also different between the two settings. In classroom, fairness isoften viewed as equal work distribution on a specific team project. In an engineering firm, oneteam member may have an essential role on the project, whereas another team member may beless frequently involved – yet they are still contributing, and valued team

Relevance Score: 0.021323558

Building a Leadership Toolkit: Underrepresented Students' Development of Leadership-Enabling Competencies through a Summer Research Experience for Undergraduates (REU) in Engineering Education

Conference Session: Inclusive Leadership: A Panel Discussion
Collection: 2023 ASEE Annual Conference & Exposition
Authors: Elizabeth Volpe, University of Florida; Denise Rutledge Simmons P.E., University of Florida; Sara Valentina Rojas
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division (LEAD)

(REU) in Engineering Education Elizabeth Volpe, E.I.T., Denise R. Simmons, Ph.D., Sara RojasAbstractThe development of inclusive leaders is essential for the success of future engineering and ournation. Equipping students with vital leadership-enabling competencies is necessary to develop aworkforce that is prepared to act ethically, and responsibly, and tackle unforeseen challenges inthe future. Inclusive leaders, or leaders that are self-aware, empathetic, and prioritize diversity,equity, and inclusion in their decision-making, are essential for the forward progress ofengineering. A growing body of literature highlights the numerous ways in which students maydevelop leadership skills outside of the classroom through

Relevance Score: 0.021025311

Examining Leadership within the Unique Context of Engineering Consulting

Conference Session: Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division
Collection: 2023 ASEE Annual Conference & Exposition
Authors: Jessica J. Li, P.E., University of Toronto, Canada; Andrea Chan, University of Toronto, Canada; Catherine MacKenzie Campbell; Elham Marzi, University of Toronto, Canada; Emily Moore, P.E., University of Toronto, Canada
Tagged Divisions: Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

ofengineering leadership research first assumes that leadership can be taught and therefore aims toidentify qualities, skills and styles in order to guide curricular and co-curricular programming.The framework by Farr et al. [33] contains both trait-like attributes such as “big thinker”,“ethical and courageous” and practiced skills and behaviors, such as “uses power wisely andgood communicator.” Their proposed leadership qualities framework is intended to supportassessment and development of engineers’ leadership abilities. While the classification ofleadership (for example, skills, competencies, qualities, attributes, themes etc.) varies betweenand even within works, what is valued in engineering leadership converges on a few commonattributes. Handley

Relevance Score: 0.019072369

Engineering Change: Introducing Systems Thinking as an Engineering Leadership Skill

Conference Session: Special Session: Engineering Leadership—The Courage to Change
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Emily Moore, University of Toronto; Lisa Romkey, University of Toronto; Amin Azad, University of Toronto
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division (LEAD)

disciplines, but rather require aninterdisciplinary approach. Originally conceptualized by Rittel & Webber [2], wicked problemsare problems with multiple stakeholders and competing demands, which often contain ethical,social, political, or environmental dimensions. They are challenging to frame and scope, giventhe lack of an obvious “stopping point” when the problem to solution process is complete.Wicked problems reflect pressing societal issues like climate change, transportation and urbandevelopment, healthcare and technological unemployment – problems that frequently engage thetechnical expertise of engineers but require a breadth of disciplinary knowledge outside ofengineering as well, requiring strong collaborative skills and an intellectual

Relevance Score: 0.015893642

Whistle While You Work: Drivers and Impacts of Happiness at Work for Engineers

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership in Industry
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Seth Claberon Sullivan, Texas A&M University
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division (LEAD)

Ethics and Systems, 39(1), 21- 35.[6] Fisher, C. D. (2010). Happiness at work. International journal of management reviews, 12(4), 384-412.[7] U.S. Bureau of Labor Statistics (2022). Fastest growing occupations. Occupational Outlook Handbook. https://www.bls.gov/ooh/fastest-growing.htm[8] Subagja, I. K. (2020). Effect of motivation and job satisfaction on employee performance through working discipline at PT. Bamboo Tirta Engineering. International Journal of Business and Social Science Research, 1(1), 28-35.[9] San Santoso, D., & Kulathunga, H. E. R. (2016). Examining happiness: Towards better understanding of performance improvement. Procedia Engineering, 164, 354-361.[10] Chew, Y. T. E., Atay, E., &

Relevance Score: 0.013486201

Characterization of Leadership Skills in Students: A Case Study in a Chilean Engineering School

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Vicente Valenzuela-Riquelme, Universidad Andres Bello, Chile; Maria Elena Truyol, Universidad Andres Bello, Chile; Camila Zapata-Casabon, Universidad Andres Bello, Chile
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division (LEAD)

-dominatedenvironments and pursuing male leadership models. Figure 1. Critical engineering skills for facing challenges and seizing opportunities.Significant disparities become apparent when discussing gaps between industry demands andthe skills possessed by engineering graduates. Previous studies have identified criticaldeficiencies in areas such as effective communication, teamwork, management and decision-making, ethical leadership, and social responsibility within the engineering field. Engineersoften encounter challenges applying these soft skills in dynamic work environments,underscoring the pressing need to address these discrepancies during academic training.The ability to communicate effectively and collaborate in multidisciplinary teams is

Relevance Score: 0.013486201

“We Did It!” Proud Moments as a Catalyst for Engineers’ Situated Leadership Learning

Conference Session: Engineering Leadership Development Division Technical Session
Collection: 2023 ASEE Annual Conference & Exposition
Authors: Cindy Rottmann, University of Toronto; Emily Moore P.Eng., University of Toronto; Doug Reeve, University of Toronto; Andrea Chan, University of Toronto; Milan Maljkovic, University of Toronto; Emily Macdonald-Roach
Tagged Divisions: Engineering Leadership Development Division (LEAD)

Relevance Score: 0.011238501

Assessing the Effectiveness of 'Research Design' as a Pedagogical Tool for Promoting the skill of 'Decision-making' Towards Developing Leadership in Engineering Students

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Innovative Approaches to Teaching & Developing Engineering Leadership
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Brainerd Prince, Plaksha University; Sumita Ambasta; Vinayak Krishan Joshi, Plaksha University
Tagged Divisions: Engineering Leadership Development Division (LEAD)

Paper ID #42558Assessing the Effectiveness of ’Research Design’ as a Pedagogical Tool forPromoting the skill of ’Decision-making’ Towards Developing Leadership inEngineering StudentsDr. Brainerd Prince, Plaksha University Brainerd Prince is Associate Professor and the Director of the Center for Thinking, Language and Communication at Plaksha University. He teaches courses such as Reimagining Technology and Society, Ethics of Technological Innovation, and Art of Thinking for undergraduate engineering students and Research Design for PhD scholars. He completed his PhD on Sri Aurobindo’s Integral Philosophy from OCMS, Oxford

Relevance Score: 0.011125549

Developing Diverse Leaders through Peer Teaching and Undergraduate Research: A Work in Progress

Conference Session: Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills
Collection: 2024 ASEE Annual Conference & Exposition
Authors: Mohamed Razi Nalim, Indiana University-Purdue University Indianapolis; Danka Maric, Indiana University-Purdue University Indianapolis; Sharon Miller, Purdue University; Mohammadhossein Jamshidnejad, Indiana University-Purdue University Indianapolis; Lauren Christopher, Indiana University-Purdue University Indianapolis; Christine Krull, Indiana University-Purdue University Indianapolis; Eric W Adams, Indiana University-Purdue University Indianapolis; Shahrzad Ghadiri, Indiana University - Purdue University Indianapolis; Richard Vernal Sullivan, Indiana University-Purdue University Indianapolis; Cliff Campbell, Indiana University-Purdue University Indianapolis
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division (LEAD)

discipline-based educational research, including design self-efficacy, project-based learning, critical reflection in ethics, and high-impact practices.Lauren Christopher, Indiana University-Purdue University Indianapolis Dr. Lauren Christopher attended Massachusetts Institute of Technology, where she received her S. B. and S. M. in Electrical Engineering and Computer Science in 1982, specializing in digital signal processing and chip design. She worked at RCAˆa C™s David SaChristine Krull, Indiana University-Purdue University IndianapolisEric W Adams, Indiana University-Purdue University IndianapolisShahrzad Ghadiri, Indiana University - Purdue University IndianapolisRichard Vernal Sullivan, Indiana University-Purdue University