Conference Session

Engineering Leadership Development Division Technical Session

Collection

2023 ASEE Annual Conference & Exposition

Authors

Elizabeth Michelle Melvin, Louisiana State University and A&M College; Boz Bowles, Louisiana State University; Adrienne Steele, Louisiana State University and A&M College

Tagged Divisions

Engineering Leadership Development Division (LEAD)

(escape room) paired with theintroduction of psychometric/behavioral profiling, curated reflective activities, and placement ofthe event in a scaffolded series of workshops. Through pre- and post-survey evaluations andevaluation of the post-activity reflection exercise, the change in students’ attitudes towardsteamwork, self-perception of their role on teams, their perceptions of the importance of clearcommunication with teammates and their comfort level of effectively working on teams will beexamined.The Chevron Leadership Academy at Louisiana State University is a corporate-sponsored, extra-curricular leadership program. As part of this program, students attend a series of workshopscovering a variety of leadership development topics. One is a

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2023 ASEE Annual Conference & Exposition

Authors

Christina Restrepo Nazar; Lizabeth L. Thompson, California Polytechnic State University, San Luis Obispo; Corin L. Bowen, California State University, Los Angeles; Gustavo B. Menezes, California State University, Los Angeles

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Diversity

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Engineering Leadership Development Division (LEAD)

theHighlander Folk School model of reflection and practice (Brian & Elbert, 2005) can supportradical change in systems. Much of the work done in the Eco-STEM project thus far hasemphasized the role of faculty through Faculty Communities of Practice (F-CoP) (Warter-Perezet al., 2022), an inclusive Teaching Repository, a reflective Peer Observation Process and Tool(Bowen et al., 2022b), and a Student Experience Survey that is in the process of development(Eco-STEM). However, in this paper, we describe how leaders, in their leadership capacity aschairs of science and engineering departments, develop an understanding of their role as leadersthrough a lens of power and privilege--both as individuals in the broader context of society (e.g.,mostly white

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)

around student teamingis the distinction between academic settings and the environments students will experience inprofessional settings. This omission is problematic when juxtaposed to the motivation behindmuch of educators' work: to better prepare engineering students for the profession ofengineering. If classroom settings continue to be just that, students will continue to be ill-equipped for their transitions into the workforce. This paper tests a unique approach to studentteam formation, reflective journaling, and final grading by mimicking certain aspects of theprofessional setting in the classroom – especially as it relates to team formation, projectmanagement, and feedback. This work builds on a previous work-in-progress paper that

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

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Diversity

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Engineering Leadership Development Division (LEAD)

] during the REU. Thefollowing program components were used to develop students’ technical and professionalleadership-enabling competencies: virtual setting, research projects, posters, technicalworkshops, journal club, faculty seminar networks, community hours, and weekly reflection andsurvey. A Virtual SettingDue to restrictions following COVID, the REU site was held virtually. While this meant somestudents and faculty never actually met face-to-face, it allowed students the opportunity to workon projects across various geographic regions and meet and connect with faculty and mentorsaround the world. This virtual site was strategically organized to optimize student engagementand learning opportunities in a remote environment. The REU

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

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Engineering Leadership Development Division (LEAD)

education. The specific objectives are to:identify characteristics indicative of thriving and successful mentorship practices within thisnetwork; recognize opportunities and barriers in future potential mentorship relationships; andidentify potential lines of inquiry for future work on mentorship social networks. Aspects ofinterest include motivation for being a mentor or mentee, benefits of being a mentor or mentee,mentorship relationship patterns related to the domain of educational leadership, and types ofmentorship methods. A survey featuring critical reflection prompts was distributed to tenindividuals, including mentors, mentees, and peer mentors associated with the primary node, whoalso completed the same survey for each connection. Through

Conference Session

Engineering Leadership Development Division Technical Session

Collection

2023 ASEE Annual Conference & Exposition

Authors

Brett Tallman, University of Texas at El Paso; Bryce E. Hughes, Montana State University - Bozeman; William J. Schell

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Diversity

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Engineering Leadership Development Division (LEAD)

maintain that the ways engineers navigate thisexperience are unique, even compared to other autonomous professions [e.g. 31, 32-34]. Whileseveral scholars have explored how leadership is practiced in the engineering profession, one hasemerged as particularly useful; [12] proposed a model of three leadership orientations in theprofession: 1. Technical Mastery –leadership practiced by teaching others; 2. Collaborative Optimization – leadership practiced by gathering and influencing teams; 3. Organizational Innovation— leadership practiced by creating market solutions.These three orientations reflect the skills, behaviors, and values commonly exhibited by leadersin the engineering profession; they also provide a coherent and

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

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Diversity

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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, 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

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Diversity

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Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

deliverables reflecting a partial recognition or incompletehandling of ethical dimensions, and those that submitted deliverables reflecting thorough navigationof ethical dimensions. These performance observations were possible because the activity involvedmaking resource choices linked to ethical implications, resulting in certain materials’ use (orabsence) evident in teams’ physical deliverables. Students’ post-activity reflections, submitted afterthey participated in an activity debrief, included indications of intended learning in a majority ofcases (83% of submittals) based upon a rubric. Drawing from activity observations and reflections,we discuss how teams’ ethical decision making appears to have been strained by various intendedpressures

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

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Diversity

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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

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

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Engineering Leadership Development Division (LEAD)

, several barriers toimplementing these types of frameworks exist. First, many engineers continue to hold atraditional, hierarchical view of leadership and thereby may resist the notion that engineering is aleadership profession [7], [8]. Additionally, while many opportunities to gain experience exist,support is needed to provide students with more meaningful development through intentionalengagement and reflection [9]. Providing a comprehensive framework for competencydevelopment faces many challenges, including lack of shared curriculum across engineeringmajors, lack of faculty expertise or commitment to leadership development [10], difficultyimplementing efforts at scale, and misconceptions that leadership is a field best suited for studentsin

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

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Engineering Leadership Development Division (LEAD)

of talking about this familiar experience. (p.214)Our project provided senior engineers with a systematic way of talking about “this familiarexperience,” by prompting them to describe two memorable events (a proud moment and astruggle) and reflect on how each of these experiences shaped their leadership development.Bennis and Thomas [32] have coined a phrase to characterize this type of powerful catalyst forleadership development—“leadership crucibles” (p.39). After analyzing interviews with 40business leaders, they learned that regardless of age or stage, all participants had lived through“intense, often traumatic, experiences that transformed them and became the source of theirdistinctive leadership abilities” (p.39). By focusing on “proud

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

Brian J. Novoselich, United States Military Academy; Meg Handley, Pennsylvania State University; Meagan R. Kendall, University of Texas, El Paso

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

development. To support the continuedgrowth of this nascent field, reflection on past research history combined with recognition of current and future challenges is vital todeveloping a relevant research agenda. Such a research agenda may inform future growth by meeting intellectual demand withrelevant insights informed by prior work. An end-goal of the EL research enterprise is strengthening the field’s impact on the ELcommunity and the engineering education field more broadly. A substantial portion of the research on EL is published through theAmerican Society for Engineering Education (ASEE). In particular, EL thought leaders often publish through a division focused onsupporting EL education, educators, and researchers, the Engineering Leadership

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

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Diversity

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Engineering Leadership Development Division (LEAD)

program dedicated to that purpose is essential to prepare them for their future roles asleaders in their respective fields [2]. All should be encouraged to build up their individualleadership portfolios [3]. The graduate students in such a program can acquire knowledge andlearn and practice distinct and direct skills and values relevant to leadership. Included in these areethical decision making, communication, and networking [2–6]. Throughout its course, theprogram can continually improve in terms of both its curriculum and the leadership skills it confers[4], adapting to the current academic environment and reflecting the members’ evolving leadershipgoals. The following work outlines a pathway to address the need for leadership

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)

least once.Course description. Experiential Leadership is a “field-study” course, which at our universitymeans that students follow a common syllabus and structure but do not meet regularly as a class.Students individualize the syllabus to meet their own learning objectives. In consultation withcourse instructors and their mentor, they select readings, podcasts and videos; identify andpursue activities that promote capability development; and track their progress. The assignmentsincorporate elements of reflection, narrative exploration, learning with others through teamwork,and learning from industry professionals [2]. The course is graded.To create the Leadership Development Plan, each student reviews the descriptions of the JHLPleadership

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

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Diversity

Tagged Divisions

Engineering Ethics Division (ETHICS), Engineering Leadership Development Division (LEAD)

taken [2]. The research ofEdmondson noticed that certain teams within the same hospital produced very differentoutcomes for the patients they oversaw. As she observed more closely why certain teams couldbecome a learning organization, she noticed that the teams did seven things positively. From theseven items she created a survey that a team could use to guide a reflection on where they are intheir growth towards becoming a learning organization.The seven survey items that Edmonson created are included in the appendix of this paper, butcan be summarized into the following categories of scenarios commonly encountered in teams:making mistakes, asking for help, taking small risks, discussing tough issues, respecting thecontribution of others

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

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Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

representative of a larger demographic.Additionally, this study does not aim to compare differences of experience delineated acrossdifferent racial backgrounds. The experiences described in this work reflect a single researcher'sinterpretation and a small representation of Black engineering leaders. Despite these limitations,this work aims to present an authentic depiction of what Black engineers typically encounter intheir leadership pursuits.Findings The stories of the Study Leaders illustrate unique insight into the experiences of early-career Black engineers in leadership positions. During their interviews, the Study Leaders' use ofBlack language allowed them to emphasize aspects of their stories and reflect on the impact thattheir experience

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

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Diversity

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Engineering Leadership Development Division (LEAD)

Carthage College, Dr. Nagel is leading development of two new degree programs: a Bachelor of Arts in Engineering and a Bachelor of Science in Engineering. ©American Society for Engineering Education, 2023 Learning from an Omnidirectional Mentorship Program: Identifying Themes and Outcomes through a Qualitative LensAbstractMentorship has many benefits which may include sharing, reflection, and empathy. Mentoringfosters understanding of others and their perspectives. Being mentored increases one’s potentialfor success and satisfaction, opening doors for new opportunities in personal and professionalgrowth. Omnidirectional mentorship is a type of organizational structure that emphasizes

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

John R. Donald, P.E., University of Guelph, Canada; Marnie V. Jamieson, University of Alberta, Canada

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

over others. We live andwork in a culture that tips strongly towards work on the work life balance scale andembraces burnout behaviour.1.2 Co-contraries and change in engineering education.Change in engineering programs is a balance between those who are driving change andthose who resist change. These tensions can often be seen in the form of co-contraries [1]which are founded in the concept of polarities [2]. Co-contraries may be in apparentopposition but are actually interdependent pairs that exist on opposite ends of a spectrum.For example, work-life balance could be thought of as a co-contrary. It is not workagainst life but rather a mix that needs to be managed as the dynamic between work andlife demands ebb and flow. To reflect this, co

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

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Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

focused onadministration and performance with the aim of effecting change within a multidisciplinaryengineering design project domain of influence [21]. Guided by the transformational leadershipmodel [20], the GED course focused on design as a humanistic process [22] while prioritizingcollaboration, communication and reflection throughout the design work. The GED course wasmandatory for second-year engineering science students with two requirements in year one thatfostered students’ leadership in team and local community settings respectively. The courseintroduced students to cultural awareness within the concept of culturally responsive design tosupport their global perspective development. The course was delivered in a hybrid format toabout 250

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)

of conferences and journals focused on engineering education research. ©American Society for Engineering Education, 2024 Assessing Leadership Development through a Leadership Practice Project: A Work in ProgressThis work-in-progress practice paper describes the assessment of learning via a leadershippractice project for an upper-level engineering leadership course [1] offered at a large publicuniversity in the central U.S. The course features a mix of theory and practical application and isdesigned to teach skills students can use immediately, as well as concepts they may need later intheir careers. Learning is assessed through written reflections, a “managing oneself” essay, and

Conference Session

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

Collection

2024 ASEE Annual Conference & Exposition

Authors

Jessica J. Li, University of Toronto; Andrea Chan, University of Toronto; Elham Marzi, University of Toronto; Emily Moore P.Eng., University of Toronto

Tagged Divisions

Engineering Leadership Development Division (LEAD)

. Theircommunication was also clear in supporting the team in executing project deliverables, includingmeaningful follow-up that articulated clearly what needed to be done.Leaders exemplifying effective communication was associated with thoughtful and calmcommunication style. Some participants reflected on less effective staff who were “aggressive[and] run very hot”. Other reflected that women especially needed to be calm and were implicitlyexpected by others to diffuse tension and maintain positive morale. Application of influenceOur conceptual framework looked at leadership in terms of the ways that influence was applied.In our interviews, some participants explicitly spoke about the need to influence or beinginfluenced by individuals without

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

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Diversity

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Engineering Leadership Development Division (LEAD)

engineers and to highlight strategies for creating moreinclusive engineering imagery.This initiative is a part of a broader qualitative narrative study, focusing on the stories of sevenearly-career women civil engineers (within their first 0-4 years professionally). Data wasamassed through diverse methods, including semi-structured interviews, field observations,reflective diaries, and AI-generated illustrations of participants' dream workplaces. The researchunderscores the essence of inclusive engineering environments, championing the creation ofparticipant-inspired spaces via AI visualizations. Findings reveal that these women picture theiroptimal engineering spaces as vibrant, lively, and cooperative havens. Alongside advocating foropen-concept

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

James N. Magarian, Massachusetts Institute of Technology; Reza S. Rahaman, Massachusetts Institute of Technology

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

(EL), synchronized to the lab, where students study theacademic background underlying the leadership capabilities prior to the related Leadership Lab anddiscuss and reflect on the lessons learned following a given lab, and 3) one from a number ofelective courses that fulfill a Design and Innovation Leadership Requirement (D&ILR), whichfocuses on the engineering design process and the roles of teamwork and leadership therein.Incorporating alumni outcomes measurement in a longitudinal assessment planEarly in its history, GEL began periodically conducting pre-/post- program assessments rooted inmeasurement of students' self-efficacy beliefs [15] pertinent to learning objectives underlying theCapabilities of Effective Engineering Leaders (see

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)

paper entitled Engineering Leadership: Bridging the Culture Gap in EngineeringEducation [1] we argued that a major barrier to change in engineering education, including theincorporation of engineering leadership into the curriculum, is the culture that exists in ourinstitutions. We proposed that the elements and dynamics of this culture can be examined in theform of co-contraries (or opposites that need each other) and that the relative emphasis in theseco-contraries reflects the engineering educational culture in a department, an institution or inengineering education as a whole. Example cultural co-contraries identified include: the powerdistance dynamic between the student and the professor; the nature of the distribution of effortbetween

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)

mechanisms, and habits/patterns that no longerserve us in a professional environment. A sample scenario used in this session is below. Thisscenario enables students to feel the power of both (1) self-awareness and (2) blind spots andhow ignoring a blind spot can become a barrier to deeper relationships with their ecosystem.Sample Scenario: We explored conversations with superiors - executives, upper management -and their body language / facial expressions in response to our request and reflection on whatmay have been a blind spot on our part. This is a way to sharpen your self-awareness byunderstanding the impression you make on your ecosystem and how to elicit the desired outcomeby improving on your blind spots. A strategy to learn about your blind

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)

professionals who will enter management and leadership roles. Nonetheless, research andanecdotal experience have indicated that both students and practicing professionals shy away fromstrategic networking, a stance that can hinder their careers. This paper reports on work-in-progress ofdesign and evaluation of course interventions to promote strategic networking among undergraduateengineering students. These experiences are part of a course in Engineering Leadership at Texas A&MUniversity. This paper offers first a literature review and then detail on our course content, networkingactivities, and a reflection connected with effective strategic networking for this class. Mixed-methodsanalysis of the results of student surveys provide insights 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

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Diversity

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Engineering Leadership Development Division (LEAD)

done through interviews with students, thereby generating the version ofthe instrument used in this pilot study.At this stage of the validation process, the instrument's reliability presents a Cronbach's alphaof 0.860, reflecting high item consistency. However, the reliability calculated for the differenttheoretical dimensions of the instrument shows some Cronbach's alpha values that are notsatisfactory (Table 1). Therefore, as the validation work on the instrument continues, resultswill only be reported for the "Developmental leadership," "Conventional-positive leadership,"and "Conventional-negative leadership" dimensions, which are also the most relevantaccording to the objectives set for the current study. Table 1. Instrument

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)

world problems like economicgrowth, environmental challenges, public health etc. [5].Since innovation is one of the primary goals of engineering education, it becomes importantto look at the strategies being used by educators to make students innovate. According toframework provided by Dekoninck [7], there are 5 skills needed for innovation namely:tenacity, creativity, independence, decision-making (risk analysis, intuition) and leadership.Similarly, other scholars have also identified competencies like creativity, decision-makingcollaboration, reflection and technological expertise as the primary requirements forinnovation [8],[9].However, according to Palomera-García [10] there is a glaring flaw in engineering educationregarding the absence