Displaying all 9 results
- 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)
experience and learning.AcknowledgementsThis work was funded in part by a grant from NEO Performance Materials.References[1] P. Northouse, “Leadership: Theory and Practice,” All Books and Monographs by WMU Authors, Jan. 2010, [Online]. Available: https://scholarworks.wmich.edu/books/103[2] H. W. J. Rittel and M. M. Webber, “Dilemmas in a general theory of planning,” Policy Sci, vol. 4, no. 2, pp. 155–169, Jun. 1973, doi: 10.1007/BF01405730[3] M. R. Kendall, D. Chachra, K. Gipson, and K. Roach, “Motivating the need for an engineering‐specific approach to student leadership development,” New Drctns Student Lead, vol. 2022, no. 173, pp. 13–21, Mar. 2022, doi: 10.1002/yd.20475.[4] R. L. Martin, The opposable mind: winning through
- 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)
their teams on challengingproblems also promotes psychological safety in their teams [4].With these thoughts in mind, we began to be curious about the state of psychological safety andstudent engineering teams. This work in progress builds upon two pilot studies presentedpreviously and expanded to include data from additional universities [5,6]. In addition to beingcurious about benchmarking the psychological safety of student engineering teams, we were alsocurious to understand if we can improve psychological safety on underperforming teams. Each ofthe universities participating in this study provides leadership or teaming development training tostudents in some way. Therefore, we are curious if these efforts lead to improvements
- 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
- 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)
are drawn from the university (comprisingfaculty or staff) and industry (UConn Alumni), based on their expertise on the topics. One of themost beneficial aspects of the workshop is the opportunity for group discussion, through whichparticipants, who come from a variety of engineering, cultural, and personal backgrounds, canlearn from one another and exchange ideas through games or case studies. The program also fostersnetworking opportunities across various engineering disciplines and encourages participation incommunity service projects. The JLLA’s investment in Mind Garden’s Multifactor Leadership Questionnaire (MLQ) wasintended to gain an understanding and assess the effectiveness of members’ participation in termsof improving their
- Conference Session
- Engineering Leadership Development Division (LEAD) Technical Session: Engineering Leadership Competencies and Skills
- Collection
- 2024 ASEE Annual Conference & Exposition
- Authors
- Anuli Ndubuisi, University of Toronto; Philip Asare, University of Toronto
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development Division (LEAD)
Paper ID #44193A Case Study of Integrating Leadership Competencies in a Global EngineeringDesign Course: A Work in ProgressAnuli Ndubuisi, University of Toronto Anuli Ndubuisi is an educator and doctoral candidate in Curriculum and Pedagogy with a Collaborative Specialization in Engineering Education at the University of Toronto. She has over a decade of experience in the engineering profession, education, and research. Her research is at the intersection of leadership, global learning and boundary crossing in engineering education.Philip Asare, University of Toronto ©American Society for
- 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)
engineering curriculum typically does not cover extensively [18], and which theyhave not had to do in their early-career roles. These engineers, who may have performedindividual contributor tasks for most of their careers, may feel unprepared and unconfident, andthus unhappy, when placed in higher-responsibility leadership positions. Another possibleexplanation is that engineers feel like the higher responsibility tasks are not necessarily moreimpactful than are the lower-level tasks. As technically-minded professionals, many may findmore enjoyment and happiness in more technical roles.B. Female Engineers’ Relationships with Co-Workers Positive relationships with co-workers was one of the first antecedents of happinessraised in a study of
- 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)
inclusion, practicinginclusive leadership is essential. Leaders in engineering organizations play a significant role inshaping work spaces, environments, policies, cultures, values, and social norms [10]. It isessential for inclusive leaders to be mindful of the cultures they are perpetuating and seek todevelop a culture of belonging where all individuals, regardless of identity or privilege, believethey can thrive [10]. Inclusive CulturesWorkplace cultures and environments can greatly impact performance, productivity, efficiency,teamwork, communication, collaboration, job satisfaction, employee engagement, stress, andburnout and even retention [12]. The scholar Schein indicated that culture can be broken downinto various levels including
- Conference Session
- Inclusive Leadership: A Panel Discussion
- Collection
- 2023 ASEE Annual Conference & Exposition
- Authors
- Katreena Thomas, Clemson University; Brooke Charae Coley, Arizona State University, Polytechnic Campus
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development Division (LEAD)
feedback she received inicatedthat she did not fit a "technical mold." She decided to pivot into a field where she could leverageher social capabilities more. She further explained, So as opposed to really trying to force and change my mind about my technical side. I'm just gonna like lean into what I'm great at and do that, because that's what makes me happy. (…) If I could have went back and had a best case scenario, if I could have had a mentor or someone who like trained me on how to be good at both, as opposed to having to pick a path, I think that would have kept me staying in engineering as opposed to now I'm leaning into what people said I was good at and I'm going to Business School. I'm gonna be
- Conference Session
- Inclusive Leadership: A Panel Discussion
- Collection
- 2023 ASEE Annual Conference & Exposition
- Authors
- Matthew Lewis Caulfield; Daniel Ivan Castaneda, James Madison University; Melissa Wood Aleman, James Madison University; Robert L. Nagel, James Madison University & Carthage College
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development Division (LEAD)
Paper ID #38758Learning from an Omnidirectional Mentorship Program: Identifying Themesand Outcomes through a Qualitative LensMatthew Lewis CaulfieldDr. Daniel Ivan Castaneda, James Madison University Daniel I. Castaneda is an Assistant Professor in the Department of Engineering at James Madison Univer- sity. Daniel earned his PhD in 2016 and his Master’s in 2010, both in civil engineering from the Univer- sity of Illinois at Urbana-Champaign. He previously earned his Bachelor’s in 2008 from the University of California, Berkeley. His course development includes civil engineering materials, dynamics, engineering design