Displaying all 11 results
- 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
- Tagged Topics
- Diversity
- Tagged Divisions
- 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
- Tagged Topics
- Diversity
- Tagged Divisions
- 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
- Tagged Topics
- Diversity
- Tagged Divisions
- 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
- 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
- Tagged Divisions
- 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
- Tagged Topics
- Diversity
- Tagged Divisions
- 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
- 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)
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
- Tagged Topics
- Diversity
- Tagged Divisions
- 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
- 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