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)

computational power is greatly expanding its impactand influence in leadership, i.e., data, and computation on it, is used to enhance the practice ofleadership. These developments have wide-ranging impacts for organization and will force us toaddress thorny ethical challenges.This work will address a small slice of the overall picture, i.e., an initial exploration in the Fall 2023semester of student and industry perceptions about specific ethical questions on Gen AI’s impact oncareers and the workplace. The intent is to help students in our undergraduate Engineering Leadershipclass at Texas A&M University to be resilient in their own careers and to navigate the ethical watersof Gen AI in decision making in their workplaces.We use a flipped

Conference Session

Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership in Industry

Collection

2024 ASEE Annual Conference & Exposition

Authors

Elizabeth Volpe, University of Florida; Denise Rutledge Simmons P.E., University of Florida

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

privilege in terms of her race (i.e., operating as a Whitewoman in predominantly White spaces) in civil engineering. She understands that due tointersectionality one's identity and experiences are a result of interconnected socialcategorizations such as race, class, and gender [37]. The first author made an effort to continuallyconsult with the existing literature and the participants (via member checking), and peer debriefwith the second author and other graduate students in her lab (a Black man and Black woman) toensure trustworthiness of the findings.Research QuestionWhat do inclusive engineering spaces look and feel like to early-career women in civilengineering?MethodsThis exploratory research is a part of a large qualitative study following

Conference Session

Special Session: Engineering Leadership—The Courage to Change

Collection

2024 ASEE Annual Conference & Exposition

Authors

Stephen Mattucci, University of Guelph; Makary Nasser, University of Guelph

Tagged Divisions

Engineering Leadership Development Division (LEAD)

, graduate students, and undergraduate students. Beyond professional roles, eachperson within a network will also identify as a mentor, mentee, and peer mentor depending on therelationship with another person. From a teaching perspective, the mentorship relationshipsbetween faculty members and graduate students are crucial in developing future educators andleaders [6]. This aspect of faculty mentorship is often undervalued and essential to enhancing thegraduate educational experience. The role of social networks in these relationships and howvarious factors influence the leadership trajectory of engineering educators is worth furtherexploration.Understanding how mentees and mentors are motivated to engage within this network may giveperspective to

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)

-fold: 1) to help further bridge the gap between teamworkeducation and the actual skills needed to perform on professional engineering teams; 2) developengineering leadership competencies among students; and 3) to test a unique approach tosimulate more professional settings in a classroom, with the intended outcome of increasingstudents’ confidence in project management and comfort levels with professional-style feedback.BackgroundThe three authors formed a single instructional team for an origami engineering course. Two ofthe three authors on this paper are faculty members in a civil engineering department at the samehome institution, a large, public R1 university located in the southeastern United States. One ofthem has expertise in

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)

their own decisions or courses of action(i.e., where the stakes and tradeoffs are real to the learner). As one author describes it, theseapproaches “[allow] students to draw on their own experiences…to create a focal point andmeaning around abstract ethical concepts” [19, p. 1390].While the literature on experiential learning in engineering ethics has grown substantially inrecent years, extensions of this strategy into the realm of engineering leadership education iscomparatively rarer in published research. Our development of The Mystery Lab, therefore,leverages an opportunity to explore how the strengths of an experiential approach to ethicsinstruction can be applied not just to personal decision making, but to the collective behaviors

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)

leadership elective at theUniversity of Toronto: Systems Mapping for Complex Problems. The paper offers observationsfrom the first two offerings of the course based on student assignments and semi-structuredinterviews conducted with students, augmented by instructor reflections. Our goal is to motivatefurther exploration in connecting leadership and systems thinking in the context of engineeringprograms.Systems ThinkingDonella Meadows, an early leader in the systems thinking movement, defined a system as “a setof things interconnected in such a way that they produce their own pattern of behavior over time”[12]. Her work focused on sustainability; as the lead author on “Limits to Growth,” Meadowshad a deep appreciation for the complexity of

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)

looking for technically skilled professionals andindividuals with strong leadership abilities. Leadership in engineering is the ability to guide,motivate, and influence a team of professionals toward achieving goals and objectives. TheEngineering School of a University in Chile needs to understand the self-perceived skills of itsstudents, especially those in the final years of their engineering programs. This will help thefaculty prepare future professionals for team management, decision-making, and otheressential skills required in their careers. The School can align their graduation standards withthe career profiles of the students to ensure they are well-equipped to succeed in theirprofession.Numerous studies have suggested that there is a

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)

StructureUpon completion of this course, students will be able to: ● Explain the role of engineering in society, articulating the importance of a mindset that values diverse perspectives and experiences, and ensures equitable access and participation in all aspects of engineering education, design and practice. ● Apply design thinking principles and decision-making skills to evaluate personal, academic, and professional interests; make decisions; and create a planned academic path in the College of Engineering. ● Describe different career opportunities associated with a variety of the engineering disciplines offered within the College of Engineering. ● Begin to develop an engineering identity by identifying personal

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)

, Godfrey [9] cites many studies andpapers that describe and examine how engineering education culture contributes to resistance tochange in engineering programs with respect to: ● the participation of women (Dryburgh, 1999; Hacker, 1983; Lewis et al., 1998; Tonso, 1996b) ● culture as gendered (Cronin and Roger, 1999; Lewis et al., 1998; Tonso, 1996b) ● culture as an agent in student attrition (Courter, Millar and Lyons, 1998) ● student engagement and enculturation (Ambrose, 1998; Lattuca, Terenzini &Volkwein, 2006) ● the development of engineering identity (Dryburgh, 1999; Stevens et al., 2008; Tonso, 2006) ● faculty cultures (McKenna, Hutchinson, and Trautvetter, 2008) ● campus cultures (Tonso, 2006

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)

approaches include exploring the connection between personal values,personal story, and principles (or personal ethics) and students’ behaviors that can affectpsychological safety on teams.IntroductionWithin this work we examine ethics as the collection of principles that we use to motivate us andhelp us make decisions and guide our interactions with those around us and work that we do.Therefore, our ethic is made up of the principles that motivate, inform, and guide our daily lives.From this standpoint, the discussion on ethics development should extend beyond why theChallenger exploded or the causes behind the Hyatt Regency Bridge failure.If we apply the four domains of Leadership Model [1], the development of a leadership ethic notonly includes

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)

professionals avoid difficult yet necessary conversations, but this is a hugedisservice to their career growth. In this module we build on the effective and proven strategiesto having difficult, awkward, but crucial conversations within the ecosystem, whether that is toadvocate for an idea, to ask for resources or support, to clear up a misunderstanding, to buildtrust with peers or management or other similar scenarios. A sample scenario used in thistraining session is below. This scenario enables students to personalize their conversations, tobuild rapport and connect deeper with others rather than just mechanically go through themotions of conversation.Sample Scenario: We explored a sticky/awkward scenario where the engineer is the technicallead and