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 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)

little bit crazy” ● “Dedication” ● “Forethought” ● “Adaptability”* ● “Ability to learn” ● “Efficiency” ● “Hardworking” ● “Open-mindedness” ● “Ability to socialize” ● “Fast learner” ● “Open minded” ● “People skills” ● “Adaptability” ● “Foresight” ● “Organization”* ● “Project ● “Analytical thinking” ● “Hard work” ● “Organized” management”* ● “Clever” ● “Personability” ● “Confidence” ● “Decision making” ● “Finding Data” ● “Foresight” ● “Hardworking” ● “Human skills” ● “Insight” ● “Interest in engineering” ● “Interpersonal Skills” ● “Logic” ● “Networking” ● “Open to new ideas” ● “Relationship/people

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 (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)

skills taught.Additionally, students rated the effectiveness of research pedagogy in teaching the skills ofcritical thinking and decision-making significantly higher than expected. The study resultsprove that decision-making and leadership skills can be organically brought into engineeringwhen research design is used as a pedagogical tool for teaching about decision-makingexplicitly.IntroductionEngineering education in the 21st century needs to consider the future of work, which takesinto account the aspects of the Fourth Industrial Revolution, and the role of automation [1].Educators need to keep in mind the rapid technological changes that are happening in ourworld today to align the engineering curriculum to real-world requirements. Learning

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

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)

collaborative change management and communities ofpractice in engineering education at the national level, where Mattucci developed a largeprofessional network across the country. In this role he often felt unfamiliar with the actors,priorities, and attitudes within the various contextual domains and the people he was workingwith. This role coincided with the initiation of his mindfulness and awareness practice, which ledto him actively seeking ‘contextual mentors’ to help navigate the systems. This approach ofintentionally seeking contextual mentorship has been ongoing for the last five years. Recently, hebecame more aware of the mentees in his network, and perceiving these relationships through asocial network lens, which has inspired this work, and

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)

, beliefs and assumptions intended to create a sense ofownership and identification with the organization in order to motivate high performance andcontribution alignment with the corporate goals. These values, beliefs and assumptions are alsoinformed by historical institutional structures and cultures. Kunda [32] explores the roots,rhetoric and reality of embedded corporate engineering culture and argues “the development ofstrong corporate culture is the latest stage in the historical development of managerial ideologytoward an emphasis on normative control - the desire to bind the employees' hearts and minds tothe corporate interests.” Kunda undertook an ethnographic investigation of the engineeringdivision of a tech company regarded to have