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, 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

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

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

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

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., &

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

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