Paper ID #38638Engineering Leadership: Bridging the Culture Gap in Engineering Educa-tionDr. John R. Donald, P.E., University of Guelph, Canada John R. Donald is a professor at the University of Guelph with over 25 years of leadership experience in post-secondary education and engineering consulting. John is a past president (2017–18) and fellow (2020) of the Canadian Engineering Education Association (CEEA-ACEG), ´ and founder of the Guelph Engineering Leadership Program. His current research focuses on engineering leadership and develop- ment of professional skills in the engineering design curriculum.Dr. Marnie V
collaborative change management and communities ofpractice in engineering education at the national level, where Mattucci developed a largeprofessional network across the country. In this role he often felt unfamiliar with the actors,priorities, and attitudes within the various contextual domains and the people he was workingwith. This role coincided with the initiation of his mindfulness and awareness practice, which ledto him actively seeking ‘contextual mentors’ to help navigate the systems. This approach ofintentionally seeking contextual mentorship has been ongoing for the last five years. Recently, hebecame more aware of the mentees in his network, and perceiving these relationships through asocial network lens, which has inspired this work, and
underrepresented engineering students to leaders in theindustry with shared identities and backgrounds which ultimately provided them with the tools tobolster their knowledge of possible career paths and skills to navigate the engineering industry. Interpersonal Relations:Students reflected on developing skills such as communication, cultural empathy, collaboration,networking, respect, as well a sense of belonging in the REU community. This REU offeredstudents opportunities to feel a deep sense of belonging and form a community amongst peopleof shared identities in engineering. One student shared, The sense of community was a strange feeling compared to most of my experiences I recall during my engineering education, and I feel like it
able to design things that workand manage high stress environments. In addition, key values surfacing in the literature include:achievement, adaptability, commitment, competence (technical, problem solving, people),collaboration, flexibility, innovation, negotiation, persistence, perseverance, self-efficacy, andwork ethic. Engineering education culture is constrained by the culture and regulations of thehigher education institution, degree requirements, and the research and service requirements forfaculty; accreditation requirements; graduate degree requirements; and the prevailing beliefssurrounding achievement, competition, difficulty, perseverance, collaboration, responsibility andmeritocratic ideology.4.2 Examining Culture in the
Holmes Leadership Associates and their professional mentors. Her research focuses on leadership development and teamwork among engineering and science students. She holds a PhD in industrial & systems engineering, an MS in industrial engineering, and a BBA in marketing, all from OU. She is the 2023-24 chair of ASEE’s Engineering Leadership Development Division.Dr. Javeed Kittur, University of Oklahoma Dr. Kittur is an Assistant Professor in the Gallogly College of Engineering at The University of Oklahoma. He completed his Ph.D. in Engineering Education Systems and Design program from Arizona State University, 2022. He received a bachelor’s degree in Electrical and Electronics Engineering and a Master’s in
and counsel to Holmes Leadership Associates and their professional mentors. Her research focuses on leadership development and teamwork among engineering and science students. She holds a PhD in industrial & systems engineering, an MS in industrial engineering, and a BBA in marketing, all from OU. She is the 2023-24 chair of ASEE’s Engineering Leadership Development Division.Dr. Javeed Kittur, University of Oklahoma Dr. Kittur is an Assistant Professor in the Gallogly College of Engineering at The University of Oklahoma. He completed his Ph.D. in Engineering Education Systems and Design program from Arizona State University, 2022. He received a bachelor’s degree in Electrical and Electronics Engineering and a
University Vinayak Joshi is a research lead in Centre for Thinking Language and Communication at Plaksha University, India. With an educational background in Psychology, Sociology and Anthropology, his work primarily has been focused on research projects that try to optimize learning through innovative pedagogies, course designs and assessment tools for Engineering students. ©American Society for Engineering Education, 2024 Assessing the effectiveness of 'research design' as a pedagogical tool for promoting the skill of 'decision-making' towards developing leadership in engineering studentsAbstractThe engineering fraternity is required to make critical decisions and demonstrate
Engineering Network) award titled ”Educating the Whole Engineer” to integrate important competencies such as virtues, character, entrepreneurial mindset, and leadership across the Wake Forest Engineering curriculum. She has led Wake Forest Engineering with a focus on inclusive innovation and excellence, curricular and pedagogical innovation, and creative partnerships across the humanities, social sciences, industry, entrepreneurs, etc. in order to rethink and reimagine engineering education. All this has led to Wake Forest Engineering achieving unprecedented student diversity (42% women, 25% racial and ethnic minorities) and faculty diversity (50% women, 25% racial and ethnic diversity). Olga is an engineering education
working with teams to create collaborative and inclusive environments [4], [5], [6].Additionally, one of the top anticipated trends for organizations in 2024 is to shift to integratingand embedding diversity, equity, and inclusion (DEI) throughout their business objectives, dailyoperations, and culture [7], which necessitates inclusive leadership skills. However, only 5% ofleaders globally are considered to be skilled inclusive leaders [8].In support of the changing landscape within the engineering field and engineering education, weaim to bring DEI leadership to the forefront of engineering education through our diversityengineering leadership course, titled Leadership Development to Promote Equity in EngineeringRelationships. Engineering
Paper ID #38706Shaping the Engineering Leadership Research Agenda: Results of a 2022Special SessionCol. Brian J. Novoselich, United States Military Academy Brian Novoselich is an active duty Army Colonel currently serving as an Associate Professor in the Department of Civil and Mechanical Engineering at the United States Military Academy (West Point) and the Director of Strategic Plans and Assessment. He earned his Ph.D. in Engineering Education from Virginia Tech in 2016 and a Master’s Degree in Mechanical Engineering from the University of Texas at Austin in 2006. He is a licensed professional engineer in the Commonwealth
the biotech and pharmaceutical industries for eight years. Jessica’s experience leading multidisciplinary teams strengthened her perspective that the ability to empathize, communicate and collaborate is integral to success in engineering.Dr. Andrea Chan, University of Toronto, Canada Andrea Chan is a Research Associate at the Troost Institute for Leadership Education in Engineering | University of TorontoCatherine MacKenzie Campbell MacKenzie Campbell is a MASc student in Chemical Engineering specializing in Engineering Education. Her thesis is exploring how the quality of work-integrated learning experiences shape women engineers’ career intentions, with a focus on intersectionality and diverse engineering fields
for several CEE undergraduate courses.James FieldLauren Stewart, Georgia Institute of Technology ©American Society for Engineering Education, 2024Work-in-Progress: Applying Aspects of Professional Settings to Student Teaming in an Engineering and Design CourseAbstractAs group-based learning and team projects continue their recent surge in engineering education,there is still significant debate on effective pedagogies associated with teaching project teams.How student teams are formed and evaluated are key decisions instructors must make, all thewhile balancing important aspects such as team diversity, alignment with learning outcomes, andthe quality of the team’s work. What is often missing from the literature
Paper ID #44193A Case Study of Integrating Leadership Competencies in a Global EngineeringDesign Course: A Work in ProgressAnuli Ndubuisi, University of Toronto Anuli Ndubuisi is an educator and doctoral candidate in Curriculum and Pedagogy with a Collaborative Specialization in Engineering Education at the University of Toronto. She has over a decade of experience in the engineering profession, education, and research. Her research is at the intersection of leadership, global learning and boundary crossing in engineering education.Philip Asare, University of Toronto ©American Society for
performance. European Journal of Engineering Education, 31(5), 517-529.[3] Senaratne, S., & Gunawardane, S. (2015). Application of team role theory to construction design teams. Architectural Engineering and Design Management, 11(1), 1-20.[4] Natishan, M. E., Schmidt, L. C., & Mead, P. (2000). Student focus group results on student team performance issues. Journal of Engineering Education, 89(3), 269-272.[5] Davis, C. E., & Wolfinbarger, K. G. (2018, October). Assessing Team Development in an Engineering Project-Based Course. In 2018 IEEE Frontiers in Education Conference (FIE) (pp. 1-7). IEEE.[6] Tseng, H., Wang, C., Ku, H., & Sun, L. (2009). Key factors in online collaboration and their relationship to teamwork
Paper ID #36695”We Did It!” Proud Moments as a Catalyst for Engineers’ SituatedLeadership LearningDr. Cindy Rottmann, University of Toronto Cindy Rottmann is the Associate Director of Research at the Troost Institute for Leadership Education in Engineering and Assistant Professor of Engineering Leadership at the Institute for Studies in Trans- disciplinary Engineering Education and Practice at the University of Toronto. Her research addresses the intersection of leadership, EDI, and engineers’ professional practice.Dr. Emily Moore P.Eng., University of Toronto Emily Moore is the Director of the Troost Institute for
research focuses on the development of sociotechnical thinking and lifelong learning skills in engineering.Mr. Amin Azad, University of Toronto Amin is a doctoral student at the University of Toronto’s Department of Chemical Engineering, pursuing a collaborative specialization in Engineering Education. Amin focuses on applying Systems Thinking Principles to Engineering Education and assessing its learning outcomes when solving wicked problems, especially in the field of Entrepreneurship. Amin obtained his MASc. and BASc from the University of Toronto, both in Industrial Engineering, and has worked as a consultant and researcher in tech companies. ©American Society for Engineering Education, 2024
biotech and pharmaceutical industries for eight years. Jessica’s experience leading multidisciplinary teams strengthened her perspective that the ability to empathize, communicate and collaborate are integral to success in engineering.Dr. Andrea Chan, University of Toronto Andrea Chan is a Senior Research Associate at the Troost Institute for Leadership Education in Engineering | University of TorontoElham Marzi, University of Toronto 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
, pp. 70–81, 2014, doi: 10.1177/1354067X13515940.[27] M. S. Ross, J. L. Huff, and A. Godwin, “Resilient engineering identity development critical to prolonged engagement of Black women in engineering,” Journal of Engineering Education, vol. 110, no. 1, pp. 92–113, Jan. 2021, doi: 10.1002/jee.20374.[28] S. Secules et al., “Positionality practices and dimensions of impact on equity research: A collaborative inquiry and call to the community,” Journal of Engineering Education, vol. 110, no. 1, pp. 19–43, Jan. 2021, doi: 10.1002/jee.20377.[29] J. Saldaña, The Coding Manual for Qualitative Researchers, 3rd ed. 2016. doi: 10.1017/CBO9781107415324.004.[30] “NSBE Vision, Mission & Objectives - National Society
of the Andr´es Bello University. The areas of research interest are the impact, relationship and integration of the gender perspective within communications and marketing in the various areas of development, digital marketing and content marketing. ©American Society for Engineering Education, 2024 Characterization of Leadership Skills in Students: A Case Study in a Chilean Engineering SchoolAbstractLeadership in engineering entails an integration of diverse skills. Engineering leaders employa full spectrum of abilities and knowledge to develop innovations while seeking tounderstand, embrace, and address the current and future impact of their work. These leadersmust actively
engineering and product design.Dr. Bryce E. Hughes, Montana State University - Bozeman Bryce E. Hughes is an Associate Professor in Adult and Higher Education at Montana State University. His research interests encompass diversity and equity in engineering education, with a focus on LGBTQ students. He was recently awarded an NSF CAREER grant to study the experiences of LGBTQ under- graduates in STEM fields. He holds a Ph.D. in education from the University of California, Los Angeles, an M.A. in student development administration from Seattle University, and a B.S. in general engineering from Gonzaga University.William J. Schell William J. Schell holds a Ph.D. in Industrial and Systems Engineering aˆ C” Engineering
Paper ID #43844Assessing Student Engagement, Success, Leadership and Teamwork Skillswith Respect to Team Role Selection and ExecutionDr. Edward Latorre, University of Florida https://www.eng.ufl.edu/eed/faculty-staff/edward-latorre-navarro/ ©American Society for Engineering Education, 2024 Assessing Student Engagement, Success, Leadership and Teamwork Skills with respect to Team Role Selection and ExecutionAbstractThe importance of working in teams throughout the engineering education curriculum has beenwell documented in research. Therefore, most engineering curricula conclude with a team-basedcapstone design
Paper ID #41595AI’s Visual Representation Gap: Redefining Civil Engineering Workspacesfor Early-Career WomenMiss Elizabeth Volpe, University of Florida Elizabeth Volpe, EIT, LEED-GA, is a Ph.D. candidate in the Simmons Research Lab located in the Department of Civil and Coastal Engineering in the Herbert Wertheim College of Engineering at the University of Florida. Her research interests include inclusive engineering, leadership, the experiences of early-career women in engineering, and improving sustainability, diversity, equity, inclusion, and justice within engineering education and the engineering workforce. Elizabeth
Gulf conflict, in support of the Global War on Terrorism in Iraq, and during peace enforcement operations in Bosnia-Herzegovina. He was awarded three Bronze Star Medals for leadership and service during wartime operations. He earned his commission through ROTC and was a Distinguished Military Graduate, He is a graduate of the U.S. Army Ranger School and the U.S. Army Command and General Staff College. He earned a M.S. in leadership development and counseling from Long Island University and a B.A. in psychology from Boston University. He is a member of the American Society of Engineering Education (ASEE). Leo is an avid hiker, and when not at work can usually be found on a New Hampshire White Mountains high
the Michigan Engineering Common Reading Experience. Beyond the University of Michigan, she is a Co-Lead Facilitator for LeaderShape.Michael Dailey, University of Michigan Mike serves as the Associate Director of the Engineering Honors and Engagement Programs office at the University of Michigan. He is also the lead instructor of ENGR 499: Design Your Engineering Future. ©American Society for Engineering Education, 2024 Competency-based Engineering Leadership Development using a Bookend ApproachIntroduction and BackgroundThe National Academy of Engineering (NAE) and the Accreditation Board of Engineering andTechnology (ABET) established a set of attributes that engineering
Paper ID #40310The John Lof Leadership Academy at the University of Connecticut-WIPAida Ghiaei, University of ConnecticutAlanna Marie GadoFrancesco RouhanaTasnim ZamanMahjabeen Fatema MituMayowa Festus OladeleAdaeze Maduako, University of ConnecticutSuman Kumari, University of Connecticut ©American Society for Engineering Education, 2023 Assessing a Multi-Year Leadership Program for Engineering Graduate Students: A Work in ProgressAbstractEngineering PhD programs in the U.S. engineering focus almost exclusively on impartingtechnical content and deep subject matter expertise and fail to provide
College London, and his MSCEP in Chemical Engineering Practice and Ph.D. in Chemical Engineering from MIT. ©American Society for Engineering Education, 2023 What Engineering Leaders Lead: The Career Outcomes of an Engineering Leadership Program’s Alumni CommunityAbstractThis paper presents survey findings on the career outcomes of an undergraduate EngineeringLeadership (EL) program’s alumni community. Findings were collected as part of a broaderlongitudinal assessment initiative recently launched at the Gordon-MIT Engineering LeadershipProgram (GEL), which acquires data from incoming, current, and outgoing program participantsand from program alumni to track developmental progress and outcomes
to use story as a way to allow students to develop their engineering identity, and a project to improve teaming by teaching psychological safety in engineering education curricula. Michelle also mentors undergraduate researchers to investigate the removal of stormwater pollutants in engineered wetlands, and has a project to improve undergraduate student training for and exposure to research opportunities. Michelle is a current NSF ASCEND Fellow, a current KEEN Fellow, was a 2018 ExCEEd Fellow, and was recognized as the 2019 ASCE Daniel V. Terrell Awardee.Dr. Kenneth W. Lamb P.E., California State Polytechnic University, Pomona Kenneth is a Professor of Civil Engineering at Cal Poly Pomona and a licensed
Paper ID #43433Reducing Student Aversion to Strategic NetworkingDr. B. Michael Aucoin, Texas A&M University B. Michael Aucoin is a Senior Lecturer in the Department of Engineering Technology & Industrial Distribution at Texas A&M University, an Adjunct Instructor in the School of Leadership Studies at Gonzaga University, and President of Electrical Expert, Inc. ©American Society for Engineering Education, 2024 Reducing Student Aversion to Strategic NetworkingAbstractStrategic networking is an important practice for both students and professionals, and it is essentialfor those
IndianapolisCLIFF CAMPBELL, Indiana University-Purdue University Indianapolis ©American Society for Engineering Education, 2024 Developing Diverse Leaders through Peer Teaching and Undergraduate Research: A Work in ProgressAbstractThe ‘Navy Engineering Innovation and Leadership’ (NEIL) program was launched at an urbanengineering college at Indiana University – Purdue University Indianapolis (IUPUI) to provideleadership and research training to undergraduate students who are interested in civilian careerswith the US Department of Defense (DoD). Selected engineering and computing students arebeing engaged in structured activities to develop and refine leadership skills. Our work-in-progress
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