Displaying all 17 results
- Conference Session
- Career Advancement Through Engineering Leadership Development
- Collection
- 2021 ASEE Virtual Annual Conference Content Access
- Authors
- Hwangbo Bae, University of Florida; Madeline Polmear, University of Florida; Denise Rutledge Simmons P.E., University of Florida
- Tagged Divisions
- Engineering Leadership Development
develop professional skillsthrough experiences outside the classroom. Faculty members also varied in their perceptions ofwhen leadership education should be taught to students. In this section, these findings will becompared to prior literature and developed into recommendations for improving students’employability.The participants in our study indicated that engineering students are less prepared forprofessional skills than technical skills. Students must develop professional skills in theirengineering programs to improve their employability. Students’ under-preparedness in terms ofprofessional skills has been a continuous issue that engineering programs have faced in meetingindustry expectations [29], [30]. Studies have shown that engineering
- Conference Session
- Continuous Improvement in Engineering Leadership Development Programs
- Collection
- 2019 ASEE Annual Conference & Exposition
- Authors
- Katy Luchini-Colbry, Michigan State University; Christopher McComb, Pennsylvania State University, University Park; Julie Rojewski, Michigan State University; Astri Briliyanti, Michigan State University; Dirk Joel-Luchini Colbry, Michigan State University
- Tagged Divisions
- Engineering Leadership Development
, Inclusion & Ethics,” a 3-4hour session focusing on increasing awareness of diversity and inclusion issues in engineering,and fostering ethical and responsible behaviors among engineers. These modules were pilotedduring the 2017-18 academic year, and were added to the regular EF catalog in the fall of 2018.The DEF also pursued longer term (3-5 year) plans to develop new curriculum. The goal is tocreate a flexible suite of materials that can be adapted to different audiences, including students,academics, and engineering professionals. To this end, Tau Beta Pi partnered with MichiganState University and other regional and national training organizations to submit a proposal tothe National Science Foundation to develop professional skills training
- Conference Session
- Creating Impactful Learning Experiences for Engineering Leaders
- Collection
- 2019 ASEE Annual Conference & Exposition
- Authors
- David Bayless, Ohio University
- Tagged Divisions
- Engineering Leadership Development
, thestudents had to determine return on investment necessitating that specific costs and revenues forthe project components were quantified.Four areas of leadership development were targeted through the capstone effort – ability tomotivate, ability to communicate vision, ability to listen to all the stakeholders and incorporatekey concerns into the project vision, and ability to empower their teammates (getting teammatesinto the right places and with the right resources to succeed.) These four areas were selectedthrough consultation with alumni and faculty stakeholders in the collaborating developmentprograms as the core challenges of leading cross-functional teams in an environment where thestudents would have to meaningfully engage university
- Conference Session
- Designing and Implementing Leadership Development Experiences for Engineering Students
- Collection
- 2020 ASEE Virtual Annual Conference Content Access
- Authors
- Brian J. Novoselich, U.S. Military Academy; Russell P. Lemler, U.S. Military Academy
- Tagged Divisions
- Engineering Leadership Development
the military [5] and less than 10% of the U.S. population has anyform of military service [6]. Recently, there are concerns that the Army is becoming a familybusiness [7]; across the military services, approximately 80% of new recruits come from a familywhere at least one relative has served [8].The purpose of this paper is to provide a comprehensive overview of Army leadership throughthe lens of West Point. The goal of this paper is to make more explicit how leadership workswithin the Army and West Point, and to give engineering educators additional tools and modelsthat they may consider in developing engineering leadership programs and processes within theirown institutions.BackgroundA brief review of ASEE papers published in the last five
- Conference Session
- Designing and Implementing Leadership Development Experiences for Engineering Students
- Collection
- 2020 ASEE Virtual Annual Conference Content Access
- Authors
- Blake Everett Johnson, University of Illinois at Urbana-Champaign; Molly H. Goldstein, University of Illinois at Urbana-Champaign; Joe Bradley, University of Illinois at Urbana-Champaign
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
perspectives regarding individual students’contributions. The second phase of the study focused on the students of these successful teams(i.e. alumni), especially any team members who are identified as the catalyst for the team’s success.Alumni of the course (n = 5) participated in semi-structured interviews concerning theirbackgrounds, college leadership experiences, and leadership preferences. The research teaminductively coded all transcripts from the interviews to develop common themes that could relateto personality traits, upbringing, education, work experiences, and others. Results of this studysuggest “servant leadership” style is a common theme across students and have implications forthe development and implementation of new leadership
- Conference Session
- Engineering Leadership Competency and Skill Development
- Collection
- 2018 ASEE Annual Conference & Exposition
- Authors
- Jessica Lupanow, Harvey Mudd College; Donald S. Remer PhD, PE, Harvey Mudd College
- Tagged Divisions
- Engineering Leadership Development
has been embedded in the program but has not been explicitly taught [3]. Senior teammembers let their faculty advisor know at the onset of the project if they are interested in being ateam leader (no previous leadership experience is necessary), and the faculty advisor ultimatelyselects the team leaders for the year. Teams typically have one leader in the fall semester andanother in the spring semester. During the 2016-2017 school year, the engineering clinicprogram used a more explicit approach to teaching leadership by having team leader meetings.There were three to four meetings each semester for student team leaders to meet and discussupcoming deadlines, new ideas, and any concerns; however, there were no formal leadershiptraining
- Conference Session
- Literature and Research Perspectives on Engineering Leadership Development
- Collection
- 2018 ASEE Annual Conference & Exposition
- Authors
- Meg Handley, Pennsylvania State University, University Park; Jeffery M. Plumblee II, The Citadel; Andrew Michael Erdman, The Pennsylvania State University
- Tagged Divisions
- Engineering Leadership Development
curriculum. The four initiatives include: 1. How to assist university administrators and faculty to understand the significant value of this new field in academia and practice 2. How to resource Engineering Leadership Education (ELE) programs, such as funds, facilities, and capable faculty and staff 3. How to effectively integrate within the curriculum, teach, and assess leadership development in engineering students from undergraduate to graduate to practicing engineers. 4. How to develop a framework/model that describes the diverse Engineering Leadership needs of companies across industriesAs members of the LEAD division, the authors sought to focus on strategic initiative numberfour. In an effort to begin
- Conference Session
- Creating Impactful Learning Experiences for Engineering Leaders
- Collection
- 2019 ASEE Annual Conference & Exposition
- Authors
- B. Michael Aucoin, Leading Edge Management, LLC; Dennis Arthur Conners
- Tagged Divisions
- Engineering Leadership Development
Paper ID #25156Systems Thinking Concepts and Applications for Engineering LeadershipDevelopmentDr. B. Michael Aucoin, Leading Edge Management, LLC B. Michael Aucoin is President of Leading Edge Management, LLC and Electrical Expert, Inc. in Col- lege Station, Texas. He earned a B.S. in Engineering from the University of New Orleans, an M.Engr. in Electrical Engineering and a D.Engr. from Texas A&M University, and an M.A. in Organizational Leadership from Gonzaga University. Dr. Aucoin has performed research and teaching in academia and has worked in large and small organizations. He served on a Mishap Investigation Board
- Conference Session
- Advancing Research on Engineering Leaders’ Confidence, Careers, and Styles
- Collection
- 2019 ASEE Annual Conference & Exposition
- Authors
- William J. Schell IV P.E., Montana State University; Bryce E. Hughes, Montana State University; Brett Tallman P.E., Montana State University; Emma Annand, Montana State University; Romy M. Beigel, Montana State University; Monika B Kwapisz, Montana State University
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
role of leadership and culture in process improvement. His research is supported by the NSF and industry and has received numerous national and international awards. He is an elected Fellow of the American Society for Engineering Management and serves as an Associate Editor for both the Engineering Management Journal and Quality Approaches in Higher Education. Prior to his academic career, Schell spent 14 years in industry where he held leadership positions focused on process improvement and organizational development.Dr. Bryce E. Hughes, Montana State University Bryce E. Hughes is an Assistant Professor in Adult and Higher Education at Montana State University, and affiliate faculty member with the Montana
- Conference Session
- Engineering Leadership Skills Development Across the Undergraduate-to-Workforce Transition
- Collection
- 2020 ASEE Virtual Annual Conference Content Access
- Authors
- Andrea Chan, Troost Institute for Leadership Education in Engineering (ILead); Cindy Rottmann, University of Toronto; Doug Reeve P.Eng., University of Toronto; Emily Moore P.Eng., University of Toronto; Milan Maljkovic, Troost Institute for Leadership Education in Engineering; Emily Macdonald-Roach
- Tagged Divisions
- Engineering Leadership Development
project failure where there had been no process-check to receive whatshould have been clear warning signs, reflected on the importance of having a culture wherepeople can be honest with themselves, raise concerns with managers, and learn fromorganizational mistakes. “Deliver me the bad news as early as possible, and don't kid yourself"(Hui 456-459). As a result of the project failure, the company set up a dedicated qualityassurance team. It reports directly to the CEO, has authority to call off a project where there areconsiderable challenges, and manages a rigorous program of progress check and risk control.However, bringing about cultural change can be a major challenge unto itself, often requiringtime, patience, and buy-in from others on the
- Conference Session
- Assessment of Engineering Leadership Development
- Collection
- 2018 ASEE Annual Conference & Exposition
- Authors
- Lawrence Holloway, University of Kentucky; Thomas Ward Lester, University of Kentucky; Joseph Anthony Colella, University of Kentucky College of Engineering
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
disciplinary faculty who will own the change long afterthe change agent has disappeared from the scene.The assessment of the effectiveness of engineering leadership classes has many challenges.Many programs, including the one discussed in this paper, are restricted in nature, either byenrollment management concerns or through a competitive enrollment limited to a small cadre ofstudents with superior academic credentials. Selection bias is almost certainly an underlyingcomplication in assessing such classes. Insofar as employers frequently provide leadershiptraining to their most promising employees, it is also difficult for graduates to separate whataspects of their leadership abilities resulted from their undergraduate versus their subsequentpost
- Conference Session
- Literature and Research Perspectives on Engineering Leadership Development
- Collection
- 2018 ASEE Annual Conference & Exposition
- Authors
- Cindy Rottmann, University of Toronto; Doug Reeve P.Eng., University of Toronto; Mike Klassen, University of Toronto; Serhiy Kovalchuk, University of Toronto; Qin Liu, University of Toronto; Alison Olechowski, University of Toronto; Madeleine Santia
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
Institute for Studies in Education and has a BASc in Engineering Science from the University of Toronto.Dr. Serhiy Kovalchuk, University of Toronto Serhiy Kovalchuk is a research associate at the Institute for Leadership Education in Engineering, Faculty of Applied Science and Engineering, University of Toronto.Dr. Qin Liu, University of Toronto Dr. Qin Liu is a research associate at the Institute for Leadership Education in Engineering, Faculty of Applied Science & Engineering, University of Toronto.Dr. Alison Olechowski, University of Toronto Alison Olechowski is an Assistant Professor, Teaching Stream, in the Department of Mechanical & Indus- trial Engineering and the Institute for Leadership Education in
- Conference Session
- Career Advancement Through Engineering Leadership Development
- Collection
- 2021 ASEE Virtual Annual Conference Content Access
- Authors
- Michele Norton, Texas A&M University; Ben Behbood Zoghi, Texas A&M University
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
-loved team. Norton also does work with the Faculty for METM on designing experiential online learning experiences that foster deep learning within the virtual space.Dr. Ben Behbood Zoghi, Texas A&M University Ben Zoghi is the Victor H. Thompson endowed Chair Professor of electronics engineering at Texas A and M University, where he directs the professional online Master of Engineering Technical Management (METM) in the College of Engineering and teaches Engineering Leadership using Emotional Intelligence. He is a frequent speaker for association and industry events on RFID, wireless sensor network, technology applications in oil and gas, and petrochemical industries globally. American
- Conference Session
- Continuous Improvement in Engineering Leadership Development Programs
- Collection
- 2019 ASEE Annual Conference & Exposition
- Authors
- Marnie V. Jamieson, University of Alberta; John M. Shaw
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
factors (OSLO, 2005; Lhuillery, 2016) include human, social, and cultural factorsinfluencing information transmission and learning. Innovation transfer factors are realizedin the design course framework by interactions between the student design teams (innovationcore team) and the organizational infrastructure including the teaching team, ad hoc facultyengagement, and industry advisor support.At the Faculty level, a program of study based continual improvement process has been inuse for several years (Ivey, 2018; 2017; Watson, 2018). Instructor measured graduate attribute indicators relevant to their courses feed into this process. Design courses typicallyhave measures for the development of all twelve of the CEAB graduate attributes. At theend
- Conference Session
- Assessment of Engineering Leadership Development
- Collection
- 2018 ASEE Annual Conference & Exposition
- Authors
- Werner Zorman, Harvey Mudd College
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
. Bradford “So I tookthe T-group section and much to my surprise, found that it opened up a whole new life to me. Itexposed me to experiences that I had never had before or for that matter had never evenunderstood existed.” [31].With the help of faculty members from the Stanford Graduate School of Business, who have ledhundreds of T-Groups, the author created a modified version of Stanford’s InterpersonalDynamics course, considering the needs of an undergraduate student population. This newlydesigned course, with the T-Group method as its core element, was offered to the undergraduatestudents of Harvey Mudd College during the spring semester 2017 as a pilot and after a verypositive reception (course evaluations 6.77 out of 7) again during the fall
- Conference Session
- Advancing Research on Engineering Leaders’ Confidence, Careers, and Styles
- Collection
- 2019 ASEE Annual Conference & Exposition
- Authors
- Cindy Rottmann, University of Toronto; Doug Reeve P.Eng., University of Toronto; Serhiy Kovalchuk, University of Toronto; Mike Klassen, University of Toronto; Milan Maljkovic; Emily L. Moore, University of Toronto
- Tagged Topics
- Diversity
- Tagged Divisions
- Engineering Leadership Development
consulting engineer, he made development of personal capability central to his work with engineering students. In 2002 he established Leaders of Tomorrow, a student leadership development program that led to the establishment of ILead in 2010. He is a Professor in the Department of Chemical Engineering and Applied Chemistry.Dr. Serhiy Kovalchuk, University of Toronto Serhiy Kovalchuk is a research associate at the Troost Institute for Leadership Education in Engineering, Faculty of Applied Science and Engineering, University of Toronto.Mr. Mike Klassen, University of Toronto Mike Klassen is PhD Candidate in Higher Education at the Ontario Institute for Studies in Education at the University of Toronto. He was a long-time
- Conference Session
- Innovative and Impactful Engineering Leadership Pedagogy
- Collection
- 2021 ASEE Virtual Annual Conference Content Access
- Authors
- Brett Tallman P.E., Montana State University, Bozeman; Werner Zorman, Harvey Mudd College
- Tagged Divisions
- Engineering Leadership Development
for more preparation in professionalskills amongst engineering graduates. In particular, leadership has emerged as an importantquality in new graduates as they engage with the workforce. This is reflected in current ABETstandards and the core goals of the National Academy of Engineering (NAE) Grand Challenges.Increasingly, higher education institutions are responding to these demands. For example, thereis an increasing number of engineering leadership development programs, as well as increasingresearch in the topic [e.g., 1, 2]. However, there is concern that these leadership programs maynot be contributing to leader development effectively. Moreover, without clear agreement (andmetrics) about what constitutes effective engineering leadership