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)

with a basic understanding and learning beyond their own perspective [1,2]. Throughmentoring, individuals working with others may be able to increase their success and satisfactionin themselves, their work, and their career [1,2]. Beyond themselves, an individual may alsodevelop an understanding of others by gaining insight into different perspectives andexperiences. Through the growth potential in mentoring, an individual may identify newopportunities, both personally as well as professionally [1-3]. As organizations are recognizingthese benefits from studies conducted, more and more companies are investing in mentorshipprograms and are seeing positive returns on their investments [4,6].Traditional mentorship models often involve a single

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)

, “Engineering leadership: grounding leadership theory in engineers’ professional identities,” Leadership, vol. 11, no. 3, pp. 351-373, 2015, doi: 10.1177/1742715014543581.[9] D. T. Willingham, Cognition: The Thinking Animal, 3rd ed., Upper Saddle River, NJ: Pearson/Prentice Hall, 2007.[10] D. Kahneman, P. Slovic, and A. Tversky, Judgment Under Uncertainty: Heuristics and Biases, New York, NY: Cambridge University Press, 1982.[11] R. Bolton and D. G. Bolton, People Styles at Work… And Beyond: Making Bad Relationships Good and Good Relationships Better, 2nd ed., New York, NY: Amacom, 2009.[12] K. G. Wolfinbarger, “Team leadership in engineering education,” in New Directions for Student Leadership: No

Conference Session

Inclusive Leadership: A Panel Discussion

Collection

2023 ASEE Annual Conference & Exposition

Authors

Kenneth Lamb P.E., California State Polytechnic University, Pomona; Kyle G. Gipson, James Madison University; Seth Claberon Sullivan, Texas A&M University

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Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

completed a project named "Aristotle" to find the components of aneffective team. The internal report concluded that psychological safety is the foundation ofeffective teamwork [7]. The report continued that after psychological safety is present otherattributes (team dependability, team structure & role clarity, work meaning/sense of purpose, andimpact of the work) begin to impact team effectiveness significantly [8]. However, teams needpsychological safety first.Other researchers correlated psychological safety with leadership through individualscollectively experiencing situations with shared expectations to create value. Psychologicalsafety measures team members' ability to take small risks when working with others [9]. A studyby Schaubroeck

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)

Paper ID #39056Work in Progress: Developing a Leadership Community of Practice TowardaHealthy Educational EcosystemChristina Restrepo NazarDr. Lizabeth L. Thompson, California Polytechnic State University, San Luis Obispo Lizabeth is a professor at Cal Poly, SLO in Industrial and Manufacturing Engineering. She has been teaching for 22 years and has continued to develop innovative pedagogy such as project based, flipped classroom and competency grading. Through the SUSTAINDr. Corin L. Bowen, California State University, Los Angeles Corin (Corey) Bowen is an Assistant Professor of Engineering Education, housed in the Department

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)

. J. Avolio y F. J. Yammarino, Eds., “Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition”, in Monographs in Leadership and Management, vol. 5, Emerald Group Publishing Limited, 2013, p. iii. doi: 10.1108/S1479-357120130000005037.[14] P. Hersey, K. H. Blanchard, and D. E. Johnson, Management of organizational behavior: utilizing human resources, 7th ed. Upper Saddle River, N.J.: Prentice Hall, 1996.[15] B. M. Bass, Leadership and performance beyond expectations, New York : London: Free Press ; Collier Macmillan, 1985.[16] B. M. Bass and B. J. Avolio, Eds., Improving organizational effectiveness through transformational leadership, Thousand Oaks: Sage Publications, 1994.[17

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

Tagged Topics

Diversity

Tagged Divisions

Engineering Leadership Development Division (LEAD)

Canadian environment. It is this cultural dimension that led to a process conflict asthe students deliberated design solution validation options recognizing that they could not touchand feel the water hyacinth plant nor can they test their ideas in the lab: “…this feels like a really hard opportunity to work on given the timeframe. Yeah, like, without any access to, you know, water hyacinths to actually test to see if this works even slightly at all.,To tackle this problem, the students applied mental modeling approaches to help them create aninternal representation of the water hyacinth’s behavior and visualize its response to mentallysimulated tests: “…so if you just clear them, and then have people running through the

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)

approaches include exploring the connection between personal values,personal story, and principles (or personal ethics) and students’ behaviors that can affectpsychological safety on teams.IntroductionWithin this work we examine ethics as the collection of principles that we use to motivate us andhelp us make decisions and guide our interactions with those around us and work that we do.Therefore, our ethic is made up of the principles that motivate, inform, and guide our daily lives.From this standpoint, the discussion on ethics development should extend beyond why theChallenger exploded or the causes behind the Hyatt Regency Bridge failure.If we apply the four domains of Leadership Model [1], the development of a leadership ethic notonly includes

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

Tagged Divisions

Engineering Leadership Development Division (LEAD)

assignment byproviding a guided process for selecting competencies, a mechanism for finding experiences todevelop those selected competencies, and a place to indicate goals for future experiential learningengagement in a format that continues with them beyond completion of the course [15]. Asstudents engage with these experiential learning opportunities, they can use Spire to reflect onhow they have grown in the related competencies and how these competencies (and experiences)play a role in their future success as engineers. Progressing through Spire, students can earn abadge that can be pushed to LinkedIn as a credential. This tool is now available to students whoenroll in ENGR 110, but was not yet available to the students who took the course in

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)

was (engineering OR engineer OR technical) AND (happy OR happiness ORsatisfaction OR joy). As discussed above, “satisfaction” and “happiness” in the context ofprofessional work are similar, but happiness connotes a more emotional response than simplesatisfaction or contentment. However, in reading through papers in my initial search, I realizedthat including the word “satisfaction” could capture some interesting insights that would behelpful to consider. This was confirmed in the results. Subagja’s research on the effect ofmotivation and job satisfaction on employee performance defined satisfaction as, “a feeling ofpleasure that arises for someone after comparing their experience with their expectations” [8]. Idecided to include this paper in

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

Tagged Divisions

Engineering Leadership Development Division (LEAD)

career growth opportunities. Asmentees navigate through their career path, the journey of mentorship serves as a valuableopportunity for learning and growth.4.2 Mentor: characteristics, requirements, and common meaningThe benefits from a mentorship relationship are less obvious to the mentor. Interestingly, themost frequent type of motivation coded was intrinsic, indicating an emphasis on personal benefitfrom the support of a mentee’s growth. Mentors value the mutual growth and insight gained frommentorship as “passing along wisdom and experiences with a mentee, but it goes beyond this…it is more of a shared journey.” The mentor's perspective on mentorship connects guidance withreflection, often motivated by past experiences. Another emergent

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)

no need to integrate leadership development opportunitiesinto K-12 or post-secondary education. Instead, employers may provide the sub-set of engineersidentified as high potential leaders with role specific training. While these two assumptions have 1limited empirical backing, they nevertheless persist in engineers’ professional practice leavingmeritocratic assumptions about leadership and inequitable promotion patterns intact.In 2011, the Journal of Leadership Studies published a special issue dedicated to conceptualconsensus in the otherwise disparate field of leadership learning. According to Allen and Roberts[11], leadership learning

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)

stress environment. Studentsimmediately reflected on the experience and shared profound learnings that they intended toimplement beyond the event.The event itself did not appear to alter the way students self-identify as team players, but manydid admit that they needed to work on their own communication and planning skills to be moreeffective team players.References[1] Stress Tolerance. Job requiring accepting criticism and dealing calmly with high-stress situations. ONET. Available: https://www.onetonline.org/find/descriptor/result/1.C.4.b[2] D. S. F. Chong, W. V. Eerde, K. H. Chai and C. G. Rutte, "A Double-Edged Sword: The Effects of Challenge and Hindrance Time Pressure on New Product Development Teams," in IEEE

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

Tagged Divisions

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

local incentives and organizational- and societal-levelharms/benefits), and “Inquiring and Dialoguing” (a scenario with social justice implications relatedto recognizing and mitigating harassment and discrimination). Beyond these first-year ELLexperiences, second-year students are tasked with providing first-year students with feedback onethical reasoning as part of their recurring duties as ELL Team Coaches (see: Appendix A). GELstudents, meanwhile, are prompted to practice ethical reasoning through stakeholder awareness orhuman-centered design modules within their Design and Innovation Leadership Requirementcoursework. Finally, the second-year program students are required to complete a semester-longEngineering Leadership Elective course

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)

make lasting positiveimpact. While our graduates may feel prepared to enter the workforce with strong technicalfundamentals, analytical skills, software skills, and a solid work ethic, are they feeling preparedto handle the other complexities of professional practice? Effective and ethical communication,decision making, professional conduct, leadership, social responsibility, and innovation arethe core of what it means to be an engineer. Are we preparing our engineering graduates forthe complexity of professionalism expected of them beyond the technical knowledge? Thecomplexity of organizations and the continuously evolving workplace requires us to betterprepare engineering graduates for the professional challenges that they will inevitably

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)

members.Additionally, the skills needed to perform as a team in the classroom are not the same as thoseneeded to perform in industrial environments. Students can often get by through a heroicperformance by one or two team members [13] but find that more coordination is necessary uponentry into their profession. It is important to acknowledge here the work of scholars who haverecently tested creative ways of constructing team composition [14], assigning specificprofessional-like roles [15], or other interventions to try simulate professional environments.What is often missing from these approaches, however, is not the simulated organizationalstructure, but more so the simulated organizational culture. Specifically, how the professionalsetting provides a

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)

-Thorntonand colleagues at Oxford University [19]. The course uses systems mapping as a tool to helpengineers better define the environmental and social problems that they are interested in solving,ultimately situating their engineering contribution within the appropriate context. The courseemphasizes going beyond the boundaries of a typical engineering system to incorporate otherfields of knowledge into the problem definition. Through the course, students gain familiaritywith the paradigms and epistemologies of these other fields. Students are introduced to differentsystems mapping tools, and are encouraged to articulate their purpose, underlying philosophy,methodology and best use cases.The learning outcomes of the course are organized under three

Conference Session

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

Collection

2023 ASEE Annual Conference & Exposition

Authors

Jessica J. Li, P.E., University of Toronto, Canada; Andrea Chan, University of Toronto, Canada; Catherine MacKenzie Campbell; Elham Marzi, University of Toronto, Canada; Emily Moore, P.E., University of Toronto, Canada

Tagged Divisions

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

including emerging and non-traditional areas of practice. MacKenzie has an undergraduate engineering degree in Biomedical Systems Engineering, where her research focused on high-intensity focused ultrasound.Elham Marzi, University of Toronto, Canada Prof. Marzi is the Co-founder and Director of InVEST and has engaged in multidisciplinary research in Organizational Behaviour, Virtual Teams, and Engineering Education. She teaches in areas inclusive of OB, HR, Strategy, Virtual Teams, and Negotiations in the Engineering Business Minor and Certifi- cate Program at the University of Toronto, Canada. She has a passion for teaching and getting students engaged through active and technology enhanced learning. She is highly

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

Tagged Topics

Diversity

Tagged Divisions

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

Special Session: Engineering Leadership—The Courage to Change

Collection

2024 ASEE Annual Conference & Exposition

Authors

Renee M. Desing, University of Washington; Cathryne Jordan, University of Washington; Arron Corey Clay, University of Washington; Joyce Yen, University of Washington; Ali Cho, University of Washington; Robin Neal Clayton, University of Washington; Karen Thomas-Brown, University of Washington

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Diversity

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Engineering Leadership Development Division (LEAD)

Commission, “Criteria for Accrediting Engineering Programs,” ABET, Baltimore, MD, 2018.[5] ABET, “FAQs for EAC C3 & C5 Criteria Changes,” ABET, Apr. 2019. Accessed: Feb. 05, 2024. [Online]. Available: https://www.abet.org/wp-content/uploads/2019/04/FAQs-for- EAC-C3-C5-4-8-2019.pdf[6] A. Karimi and R. Manteufel, “Most Recent Updates to ABET-EAC-Criteria 3, 4 and 5,” 2020.[7] E. R. McRae, P. Aykens, K. Lowmaster, and J. Shepp, “9 Trends That Will Shape Work in 2024 and Beyond,” Harvard Business Review, Jan. 23, 2024. [Online]. Available: https://hbr.org/2024/01/9-trends-that-will-shape-work-in-2024-and-beyond[8] Korn Ferry, “The Benefits of Inclusive Leadership,” Korn Ferry Insights. [Online]. Available: https

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)

teaching and research; and the tension between technical and non-technical contentemphasis and delivery.In this paper we aim to look more deeply at cultural constructs associated with engineeringeducation through a targeted literature review and integrative analysis of engineering educationculture, the engineering culture of professional practice, the general theoretical constructs ofculture and cultural dimensions in societal and organizational contexts with the explicit purposeof developing a foundational understanding of the cultural co-contraries observed and discussedin our 2023 paper. This foundational understanding can then be used to build a model forcharacterizing engineering education culture and evaluating positive cultural change

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)

balance toadvancement tactics and beyond. We note themes in the areas of challenges due to organizationalimpediments (Responses A016, A018, A019), approaches for boosting one's promotability(Responses A008, A012, A030), and how relationships can aid career navigation (Responses A009,A020, A033), among others. We further examine and interpret these responses in Discussion.Table 8. GEL alums' insights about challenges or opportunities related to career advancement (abridged)A second open-ended question asked: "Please share any insights you have about how the GELprogram has helped you succeed or how the program should evolve to better prepare students forcareer success." We received 107 total responses to this prompt. Again, we focus on the subset