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

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

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 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, 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

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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

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

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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: 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

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