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
University Program for Leadership and Character in the Professional schools. In her role she also supports with the development and assessment of character and ethics education in the engineering program.Mr. Andy Brock, Prolific Living Andy Brock is an electrical engineer with 13 years of IT experience primarily in the software, networking and security space. He worked as a security architect and network solution engineer for government projects before starting his company, Prolific Living Inc with his wife, Farnoosh Brock in 2012. Today, they partner with universities such as Duke, Johns Hopkins, Northwestern, as well as visionary organizations to educate engineers and their leaders on Leadership, Communication and
Paper ID #44071Exploring the Role of Mentorship within a Social Network to Develop Leadershipin Engineering EducatorsStephen Mattucci, University of Guelph Mattucci was raised in the traditional territories of the of the Mississaugas of the Credit First Nations, Anishinaabek and Haudenosaunee Peoples (Southern Ontario, Canada). He has strong core values around continuous personal improvement, and love for learning. His post-secondary education includes three technical engineering degrees (two mechanical, one biomedical). Mattucci’s post-doctoral work shifted to focus on collaborative change management and communities of
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
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
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
Paper ID #37304What Engineering Leaders Lead: The Career Outcomes of an EngineeringLeadership Program’s Alumni CommunityDr. James N. Magarian, Massachusetts Institute of Technology James Magarian, PhD, is a Sr. Lecturer and Associate Academic Director with the Gordon-MIT En- gineering Leadership (GEL) Program. He joined MIT and GEL after nearly a decade in industry as a mechanical engineer and engineering manager in aerospace/defense. His research focuses on engineering workforce formation and the education-careers transition.Dr. Reza S. Rahaman, Massachusetts Institute of Technology Dr. Rahaman returned to MIT in 2018 after
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
existing competency-based leadership models shows close alignment betweenthese key professional competencies and leadership competencies. For example, the HoganCompetency Model includes “risk management”, “teamwork” and various communication-relatedcompetencies [16]. The National Education Association (NEA) Leadership CompetencyFramework includes “communication” [17]. The Relational Leadership Model includes“communication”, “ethics” and “collaboration” (which incorporates teamwork) [18]. TheMichigan Model of Leadership incorporates “teamwork” and “empathy” [19]. Even though notexplicitly defined as a leadership model, the Department of Labor Engineering CompetencyModel includes “communication”, “lifelong learning” and “professional ethics
intrinsic to the activity (e.g., time and resource constraints, a competitive context, and costs),yet, that many students’ reflections contained ideas for mitigating such pressures through enhancedcritical thinking and team collaboration. Though program-level evaluation of ethics learning is ongoing,we conclude by sharing lessons-learned from this module’s development, identifying implementationconsiderations for other programs wishing to explore similar forms of ethics experiential learning.IntroductionUndergraduate Engineering Leadership (EL) programs frequently describe ethics education as a keyfacet of their curricula (e.g., [1 - 5]), a movement aligned with contemporary engineering accreditation 23 4criteria
;M University. His research interests include semiconductor testing and validation, as well as hardware cybersecurity. Miles is a teaching assistant in the Department of Engineering Technology and Industrial Distribution, assisting with engineering leadership, semiconductor testing, and semiconductor validation classes. His experience facilitating lab sections for the engineering leadership class has allowed him to gain insights into students’ beliefs about generative artificial intelligence and its future role in engineering leadership and higher education. ©American Society for Engineering Education, 2024 Exploration of Career and Ethical Challenges of Analytics and
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
? Even in the earliest stages of teamwork education, there was anacknowledgement that educators must do more than just assigning students to team projects [9].More recently, other authors have drawn attention to students graduating without theindustrially-desired skillsets, despite the access to leadership programs, collaborative education,and other teamwork efforts [10,11]. If these efforts are not reaching their intended goal – toproduce engineering leaders to meet the demands of the 21st century workforce – clearlysomething is missing from current pedagogies and paradigms.ContextTo help develop the skillsets that will drive factors of professional team performance, the authorsof this paper have chosen to explore the different organizational
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
. This theme suggested a stronger emphasis onleadership education throughout the engineering curriculum. ABET’s current leadership-related student outcome 3.5 requiresengineering program students to demonstrate, “an ability to function effectively on a team whose members together provideleadership, create a collaborative and inclusive environment, establish goals, plan tasks, and meet objectives,” [7]. This studentoutcome suggests a requirement for students to grasp and apply leadership principles in team-based work but lacks a direct outcomefor educational institutions to pivot for an integrated approach to leadership education in engineering. Participants suggested this lackof integration prohibits the ability for students to link and apply
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
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
educational research, physics education, problem-solving, design of instructional material, teacher training and gender studies. She teaches undergraduate courses related to environmental management, energy and fundamentals of industrial processes at the School of Engineering, UNAB. She currently is coordinating the Educational and Academic Innovation Unit at the School of Engineering (UNAB) that is engaged with the continuing teacher training in active learning methodologies at the three campuses of the School of Engineering (Santiago, Vi˜na del Mar and Concepci´on, Chile). She authored several manuscripts in the science education area, joined several research projects, participated in international conferences with oral
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
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
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
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 #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
Paper ID #39335Identity-based Engineering Leadership Instruction: a ReflexiveInstruction Model and Its ImpactDr. Brett Tallman, University of Texas at El Paso Brett Tallman earned his doctorate in Engineering at Montana State University (MSU), with focus on engineering leadership identity. His previous degrees include a Masters degree in Education from MSU (active learning in quantum mechanics) and a B.S. in Mechanical Engineering from Cornell University. He comes to academia with over two decades of industry experience, including quality engineering with Toyota and managing his own consulting practice in biomedical
Paper ID #43925Developing Diverse Leaders through Peer Teaching and Undergraduate Research:A Work in ProgressProf. Mohamed Razi Nalim, Indiana University-Purdue University Indianapolis Dr. Razi Nalim is Chancellor’s Professor of Mechanical Engineering at IUPUI, where he directs the Combustion and Propulsion Research Laboratory and helps lead the Transportation and Autonomous Systems Institute. He has extensive experience in higher education and professional practice – in industry, academia, and government. He has administered research, sponsored work, graduate programs, international initiatives, accreditation, and
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
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
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
, 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
Paper ID #44107Whistle While You Work: Drivers and Impacts of Happiness at Work forEngineersMr. Seth Claberon Sullivan, Texas A&M University Seth Sullivan is the Director of the Zachry Leadership Program in the College of Engineering at Texas A&M University. Prior to joining the university, he worked in consulting in the private sector and as an analyst in the U.S. Government. Heˆa C™s earned ©American Society for Engineering Education, 2024 Whistle While You Work: Antecedents and Impacts of Happiness at Work for EngineersAbstract This research explores the