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A Leadership-Development Ecosystem for Engineering Graduate Students

Conference Session: Designing and Evaluating Engineering Leadership Programs
Collection: 2021 ASEE Virtual Annual Conference Content Access
Authors: Teresa J. Didiano, University of Toronto; Annie Elisabeth Simpson, Troost Institute for Leadership Education in Engineering, University of Toronto; Doug Reeve P.Eng., University of Toronto
Tagged Divisions: Engineering Leadership Development

, conflict mediator and restorative justice facilitator and trainer. Annie is committed to transformative education that engages the whole person. She is inspired to cultivate the emotional intelligence and leadership effectiveness of students, staff and professionals. She is a certified Search Inside Yourself teacher; a mindfulness-based emotional intelligence program for leaders.Dr. Doug Reeve P.Eng., University of Toronto Dr. Reeve was the founding Director (Emeritus) of the Troost Institute for Leadership Education in Engi- neering (ILead) (2010-2018) at the University of Toronto. After a lengthy career as a consulting engineer he made development of personal capability central to his work with engineering students

Relevance Score: 0.3512886

Counting Past Two: Engineers' Leadership Learning Trajectories

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

four engineering-intensive organizations, asking them to identify 3-4 senior engineers with a range of career pathswho had graduated prior to 1992. We also asked them to be mindful of demographic diversitywhere possible. The four organizations represented the following industries: Chemicalprocessing, manufacturing, consulting/mining, and software. To ensure the inclusion ofengineers who had followed less traditional paths, we also reached out to senior engineersemployed in public service, finance, university leadership and social impact enterprises. In theend, 28 senior engineers consented to participate. Despite our intention to diversify our sample

Relevance Score: 0.3448914

Inclusive Leadership Development for Engineering Undergraduate Students

Conference Session: Innovative and Impactful Engineering Leadership Pedagogy
Collection: 2021 ASEE Virtual Annual Conference Content Access
Authors: Meg Handley, Pennsylvania State University; Mihee Park, Pennsylvania State University; Ashley N. Patterson, Pennsylvania State University; John Jongho Park, Pennsylvania State University
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development

organizations, low levels ofretention and promotion of racial minorities and women in the workplace indicate a lack ofinclusion within workplace cultures (Cook & Glass, 2013; Giscombe & Mattis, 2002; Hom &Ellis, 2008). With this in mind, ABET’s approach to Criteria 3 specifically identifies the abilityto create inclusive environments in engineering teams. Creating these inclusive environments requires individuals to practice behaviors thatfoster individuals’ feelings of belonging. Shore, Randel, Chung, and Dean (2011) go one stepbeyond belongingness in their definition of inclusion to include “the degree to which anemployee perceives that he or she is an esteemed member of the work group throughexperiencing treatment that satisfies

Relevance Score: 0.3438252

Engineering Leadership Styles Used in Industry Today

Conference Session: Advancing Research on Engineering Leaders’ Confidence, Careers, and Styles
Collection: 2019 ASEE Annual Conference & Exposition
Authors: Michele Fromel, Pennsylvania State University; Matthew Bennett; Lei Wei, ELIM program, Pennsylvania State University; Meg Handley, Pennsylvania State University, University Park; Dena Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, Pennsylvania State University, University Park
Tagged Divisions: Engineering Leadership Development

Engineering Science, Industrial Systems Participant 8 Unknown Upper Lvl Mngmnt Mechanical and Environmental Engineering Each of the researchers conducted 2-3 interviews and completed the correspondingtranscriptions. In order to analyze data consistently among team members, a codebook wasdeveloped. This was based on the initial analysis of several interviews and the identification ofcommon key words and phrases, or “codes.” Each interview transcription was read with thesecodes in mind, and quotes aligning with each code were identified and tabulated

Relevance Score: 0.3438252

Convergent Approaches for Developing Engineering Leadership in Undergraduates

Conference Session: Engineering Leadership Competency and Skill Development
Collection: 2018 ASEE Annual Conference & Exposition
Authors: Meagan R. Kendall, University of Texas at El Paso; Debbie Chachra, Olin College of Engineering; Kate Roach, UCL; Emanuela Tilley, University College London; Kyle G. Gipson, James Madison University
Tagged Divisions: Engineering Leadership Development

thecharacteristics of the stated goal that the group is focused on meeting. But a key element ofprofessional leadership is the alignment of the upstream values inherent in the goal with those ofthe participants who sit downstream; that is, engineering projects being designed with eventualimpacts in mind. Value is a social and emotional construct and as such has been an arena thatengineers may have seen as outside their remit. It is understandable that individuals who buildexpertise in the rational, objective material world feel unprepared to deal with the subjective,emotional world of value, and indeed this is what Rottmann et al. [10] report in their sample ofworking engineers. Two of the programs include language on the impact of the engineering workon

Relevance Score: 0.3416928

Wisdom through Adversity: Situated Leadership Learning of Engineering Leaders

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

setbacks and move on with things. You can't dwell on what's not working. You have to get people looking to what needs to happen in order for progress to occur.” (Carlos, 904-927)For the engineering leaders we interviewed, seeing the larger picture and being mindful ofcontext can mean looking beyond the surface of the current difficulty and considering personaland organizational history in order to find a way forward. It means fighting for the resourcesneeded for proper due diligence, because the alternative could result in project failure.Furthermore, looking at the bigger picture means being responsive to changes as they occur,especially where there are external constraints outside of personal control. …you need to

Relevance Score: 0.33431658

Embracing Diversity, Equity, and Inclusion in Our Classroom and Teaching

Conference Session: Innovative and Impactful Engineering Leadership Pedagogy
Collection: 2021 ASEE Virtual Annual Conference Content Access
Authors: Jena Shafai Asgarpoor, University of Nebraska, Lincoln; Meg Handley, Pennsylvania State University; Alisha L. Sarang-Sieminski, Franklin W. Olin College of Engineering; John Brooks Slaughter P.E., University of Southern California; Meagan C. Pollock, Engineer Inclusion; Homero Murzi, Virginia Polytechnic Institute and State University; Monica Farmer Cox, Ohio State University
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development

must help engineering leadership studentsdevelop a growth mindset and discover the sophistication of mind to celebrate diversity, equity,and inclusion in their daily lives, school, and workplace. This requires us to consider inclusiveleadership as a foundational approach to engineering leadership development.Inclusive leadership has been shown to positively impact team performance, decision-making,collaboration, innovation, and motivation. Inclusive leaders celebrate differences and recognizeand challenge attacks on DEI. As engineering leadership educators, we must lead by example,model inclusive leadership behavior, and have courage to infuse these concepts into ourcurriculum.This paper assembles the collective thoughts, perspectives

Relevance Score: 0.33104146

Engineering Leadership Development Program – a Tenth-year Review and Assessment

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

500corporations and small start-ups. Others have served in legislative and agency leadershippositons at the federal and state level. These individuals felt strongly that their engineeringeducation prepared them to assume the diverse roles they were to later play as professionals, butmost also opined that they felt unprepared when confronted with their first leadership challengesfollowing graduation. The Engineering Leadership program at the University of Kentucky wasinitiated to address this.The program was established in 2007 through the support and active involvement of L. StanleyPigman, an alumnus of the College, and with the following goals in mind: 1. Program Goal 1: To develop a pilot program in the college for the enhancement of career

Relevance Score: 0.32679892

Integrating Professional Skills and Leadership into an Undergraduate Engineering Program

Conference Session: Designing and Implementing Leadership Development Experiences for Engineering Students
Collection: 2020 ASEE Virtual Annual Conference Content Access
Authors: Harold Ackler, Boise State University; Heidi Reeder, Boise State University; Abbey Louie
Tagged Divisions: Engineering Leadership Development

Paper ID #31187Integrating Professional Skills and Leadership into an UndergraduateEngineering ProgramDr. Harold Ackler, Micron School of Materials Science and Engineering, Boise State University Dr. Harold Ackler is a Clinical Assistant Professor in the Micron School of Materials Science and En- gineering at Boise State University. He teaches advanced undergraduate laboratory courses and manages the senior capstone program in the Micron School. He received BS and MS degrees from the University of California at Berkeley and his PhD degree from the Massachusetts Institute of Technology (1997), all in Materials Science and

Relevance Score: 0.30037278

Systems Thinking Concepts and Applications for Engineering Leadership Development

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

parts of engineering practice. In describing the foundation of the practice, Koen [19,p. 10] defines the engineering method as, “the strategy for causing the best change in a poorlyunderstood or uncertain situation within the available resources.” One could succinctly use thewords optimization or innovation in place of the Koen definition. Furthermore, change thecontext or application and this portrayal of the engineering method is equally meaningful to thepractice of leadership! In a nutshell, we have identified solid and robust common groundbetween engineering and leadership. To follow this theme in more detail, let us consider the Lucas and Hanson [20] list of sixelements that they call engineering habits of mind. In other words, the

Relevance Score: 0.2958493

But How Do You Feel?

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

Paper ID #21233But How Do You Feel?Mr. Werner Zorman, Harvey Mudd College Werner Zorman is the Associate Professor and Annenberg Chair of Leadership at Harvey Mudd Col- lege. Before he joined Harvey Mudd, he was the Associate Director of Leadership Programs at Cornell’s College of Engineering from 2012 to 2016. Mr. Zorman received his M.S. degree in computer science from the University of Technology in Vienna. He worked for 23+ years in the telecom industry in Europe and North America as engineer, leader, mentor, coach and leadership development professional. After a long and fulfilling customer-facing career, Mr

Relevance Score: 0.28767362

Faculty, Student, and Practitioner Initial Conceptions of Leadership

Conference Session: Literature and Research Perspectives on Engineering Leadership Development
Collection: 2018 ASEE Annual Conference & Exposition
Authors: Kenneth Lamb P.E., California State Polytechnic University, Pomona; Werner Zorman, Harvey Mudd College; Alicia M. Kinoshita, San Diego State University; Natalie Mladenov, San Diego State University
Tagged Divisions: Engineering Leadership Development

Paper ID #22424Faculty, Student, and Practitioner Initial Conceptions of LeadershipDr. Kenneth Lamb P.E., California State Polytechnic University, Pomona Kenneth is an Associate Professor at Cal Poly Pomona and a licensed Professional Engineer in Nevada with experience working on a variety of water, storm water, and waste water systems projects. He holds degrees from the University of Nevada Las Vegas (BSCE and PhD) and from Norwich University (MCE).Mr. Werner Zorman, Harvey Mudd College Werner Zorman is the Associate Professor and Annenberg Chair of Leadership at Harvey Mudd Col- lege. Before he joined Harvey Mudd, he

Relevance Score: 0.26353315

The Challenges of Developing Engineering Management and Leadership Curriculum for Students Planning RIPE careers

Conference Session: Continuous Improvement in Engineering Leadership Development Programs
Collection: 2019 ASEE Annual Conference & Exposition
Authors: C. Fred Higgs III, Rice University; Kaz Karwowski, Rice University; David Allen Van Kleeck, Rice University ; Thomas Edward Phalen Jr., Rice University; Gayle Moran; Cesare Wright, Rice University; James Philip Hennessy, Rice University
Tagged Divisions: Engineering Leadership Development

university. These are Research, Industry,Pathways that are non-engineering, and Entrepreneurship. These career directions are called“RIPE,” an acronym that is a play on a word that represents our goal for RCEL to help engineeringstudents progress from immaturity to maturity in terms of leadership and management preparation.It is RCEL’s strategy that by allowing students to apply the fundamental leadership courseprinciples in the short-term and long-term context of their chosen RIPE career paths, the studentswill be more likely to graduate with a mission-minded drive to progress into leadership. The hopeis that they will begin to agree that ethical, technical leadership is key for an organization toflourish. Thus, they will see themselves as the

Relevance Score: 0.2612936

Exploring the Role of Ambiguity Tolerance in an Engineering Professional's Identity as a Leader

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

Paper ID #32495Exploring the Role of Ambiguity Tolerance in an EngineeringProfessional’s Identity as a LeaderDr. Michele Norton, Texas A&M University Michele Norton is a Postdoctoral Research Associate that is working with the METM program at Texas A&M on research related to narrative inquiry, engineering leadership education, leading technical teams, personal and team emotional intelligence, creativity, innovation and learnings on teams, coaching, uti- lizing design-based learning experiences to develop both individuals and teams, and a holistic view of designing and flourishing as the best-loved self and the best

Relevance Score: 0.25926834

Overview and Challenges in Developing a Comprehensive Leadership Development Program in a Fortune 500 Company

Conference Session: Career Advancement Through Engineering Leadership Development
Collection: 2021 ASEE Virtual Annual Conference Content Access
Authors: Gregg Morris Warnick, Micron Technology Inc.; Blandon Prowse, Micron Technology Inc.; Wai-Leong Mook, Micron Technology Inc.; Arthur Beng Chuan Lam, Micron Semiconductor Asia
Tagged Divisions: Engineering Leadership Development

Global Leadership and Associate Teaching Professor of Engineering Leadership within the Ira A. Fulton College of Engineering at Brigham Young University (BYU). His research and teaching interests include leadership, global agility, globalization, project management, ethics, and manufacturing processes. Gregg has lived in numerous locations within the USA and Europe and has worked in many places including North America, South America, Europe, Asia, and Africa. Gregg previously worked for Becton Dickinson, a Global Medical Technology fortune 500 Company in various engineering and leadership positions. Gregg is currently the Past Division Chair within the Engineering Leadership Development Division (LEAD) within the

Relevance Score: 0.25827792

A Study of Alumni of the 'Leveraging Leadership for a Lifetime' Leadership Development Course

Conference Session: Designing and Evaluating Engineering Leadership Programs
Collection: 2021 ASEE Virtual Annual Conference Content Access
Authors: Ronald J. Bennett F.ABET, University of St. Thomas; Eugene Joseph Audette, University of St. Thomas; Elaine R. Millam, WorkWise Coaching & Consulting; Alanna K. Moravetz JD, Alanna Consulting LLC; Sheryl Niebuhr, University of St. Thomas and Sheryl Niebuhr Consulting LLC
Tagged Divisions: Engineering Leadership Development

respondents the opportunity to reflect on the impact of the courses overtime. They perceived that the course series had benefited them both in their personal andorganizational lives. “It challenged my view toward my career in general.” “The course helpedme drive change in my organization….” “This is something that will stick with students for theirentire career. While you might think that some of this will be forgotten it will always be in theback of your mind.” “A major life changer.”Though all respondents valued the first course, one comment was that the second and thirdcourses were not as useful.One person believed that the first course should be taken by undergraduate engineering students.Question 5 The three courses were separated so that there