Displaying all 17 results
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- Innovative and Impactful Engineering Leadership Pedagogy
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- 2021 ASEE Virtual Annual Conference Content Access
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- Seema C. Shah-Fairbank, California State Polytechnic University, Pomona; Jeyoung Woo P.E., California State Polytechnic University, Pomona; Kenneth Lamb P.E., California State Polytechnic University, Pomona; Jinsung Cho, California State Polytechnic University, Pomona
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Paper ID #32338Students’ Teamwork Assessment based on Reflection, Peer Evaluations andPsychological SafetyDr. Seema C. Shah-Fairbank, California State Polytechnic University, Pomona Seema C. Shah-Fairbank is an associate professor in water resources at California State Polytechnic Uni- versity in Pomona. She teaches service courses, in addition to hydrology, hydraulics and environmental engineering. Seema is currently serving as the student section advisor for the American Societies of Civil Engineers (ASCE) and the President for ASCE LA Section. She obtained her BS in Environmental Engineering from California Polytechnic
- Conference Session
- Designing and Evaluating Engineering Leadership Programs
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- 2021 ASEE Virtual Annual Conference Content Access
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- Angie Moussa, University of Massachusetts Lowell ; Yanfen Li, University of Massachusetts Lowell
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University of MassachusettsLowell, an experiential learning project management course was developed in order to introducestudents to PM and to develop their leadership skills. In this course, upper-level BiomedicalEngineering students in a PM course are each paired with 3-4 first-year students in anIntroduction to Biomedical Engineering course as the team goes through a semester long projectto design, research, and prototype a need. These PMs are responsible for goal setting, planning,risk assessment, and conflict management. In this paper, the experiences of twenty-four PMs are analyzed qualitatively via analysisof end-of semester reflection assignments. Common themes that emerged included the need forgood communication, defining the PM’s
- Conference Session
- Innovative and Impactful Engineering Leadership Pedagogy
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- 2021 ASEE Virtual Annual Conference Content Access
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- Brett Tallman P.E., Montana State University, Bozeman; Werner Zorman, Harvey Mudd College
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- Engineering Leadership Development
, holistic, relational framework. The course consists of several separate-- butinterdependent—activities, such as group participation, readings, reflection, and a retreat.The purpose of this practice paper is to further interpret the (previously published) value of HILs,but within a leadership identity framework. Because of their positive impact on identitydevelopment, these Labs may hold promise as an environment in which students can develophealthy relational leadership processes. Three identity-based frameworks will be used tointerpret the influence of HIL structure and experiences: Leadership Identity Development(LID), self-authorship, and Community of Practice (CoP).This paper addresses the impact that experiential learning courses can have on
- Conference Session
- Designing and Evaluating Engineering Leadership Programs
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- 2021 ASEE Virtual Annual Conference Content Access
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- 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
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- Engineering Leadership Development
, and a practical leadershipexperience. We discuss the pedagogical approaches that: 1) foster reflective self-leadership; 2)support the emergence of personal vision; and 3) create learning communities. We conclude bysharing recommendations for engineering educators to implement engineering-graduate-student-specific, leadership development initiatives at their institutions.ContextThe Faculty of Applied Science and Engineering at U of T is home to approximately 3000graduate students and postdoctoral fellows and 5000 undergraduate students. The graduatestudent population is divided equally into three degree-programs, PhD, research-based Masters,and course-based, professional Masters. Of all graduate students, 29% identify as women and42% are
- Conference Session
- Designing and Evaluating Engineering Leadership Programs
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- 2021 ASEE Virtual Annual Conference Content Access
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- 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
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student demographics and acontinuous improvement process. Key concepts, processes and outcomes developed during thecourse sequence include self-assessment and self-awareness, identifying their leader capabilities,developing a lifelong learning plan, authentic leadership, and reflection. The findings of thisstudy suggest that leadership development can be meaningfully facilitated among engineeringand technology graduate students through a graduate program course, setting the trajectory forsubsequent growth and enduring benefit. This paper primarily fits the Assess strategic initiativeof the LEAD division, and the presentation will meet the Inform initiative.INTRODUCTIONBACKGROUND – LAUNCH OF AN ENGINEERING LEADERSHIP COURSEOver the past two
- Conference Session
- Designing and Evaluating Engineering Leadership Programs
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- 2021 ASEE Virtual Annual Conference Content Access
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- Harindra Rajiyah, California State University, Sacramento; Lorenzo M. Smith Ph.D., California State University, Sacramento; Susan L. Holl, College of Engineering & Computer Science, California State University, Sacramento
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- Engineering Leadership Development
,Sacramento’s (Sacramento State) with the Hornet Leadership Scholars’ Curriculum. TheHornet Leadership Program (HLP), launched in 2018, addresses some of our potential gapsin engineering leadership education. The program includes instruction on principles ofleadership, seminars by industry leaders, leadership practice and reflection, discussions,one-on-one mentoring, leadership development in student organizations, and communityactivities. The program also reinforces the educational process by creating opportunities forparticipants to be coach/mentors for less experienced students as they progress in theprogram. The HLP allows students to enhance their engineering leadership training throughdirect application of leadership principles. As we grow the
- Conference Session
- Career Advancement Through Engineering Leadership Development
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- 2021 ASEE Virtual Annual Conference Content Access
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- Michael B. O'Connor, New York University; Elizabeth Zofia Bialek PE, American Society of Civil Engineers; East Bay Municipal Utility District; Susan Davis, American Society of Civil Engineers
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- Engineering Leadership Development
degrees of access to decision-making power.” [15]ASCE’s Vision 2025 can only regain momentum if it identifies, recruits, and develops leadershipat all levels, based upon a constituency (professional members who are activated) from amembership community (members who are concerned but not active) and then facilitating theengagement of membership at higher and higher levels of leadership until the pinnacle ofchampionship is reached. “Thus, the ladder of engagement reflects a process “whereby individuals take on more and more leadership” (Sinnott & Gibbs, 2014, p. 28). The lower rungs are occupied by supporters and leadership prospects who support the cause but have not assumed ongoing roles or commitments
- Conference Session
- Innovative and Impactful Engineering Leadership Pedagogy
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- 2021 ASEE Virtual Annual Conference Content Access
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- Meg Handley, Pennsylvania State University; Mihee Park, Pennsylvania State University; Ashley N. Patterson, Pennsylvania State University; John Jongho Park, Pennsylvania State University
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- Diversity
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- Engineering Leadership Development
and program evaluator at University of Michigan. Also he taught an ”individual learning skills” as an assistant instructor in the University of Texas at Austin for five years. American c Society for Engineering Education, 2021 Inclusive Leadership in an Engineering Leadership CourseBackground Engineering educators have seen significant changes in the Accreditation Board forEngineering and Technology (ABET) criteria starting in the early 2000. Pre-empted byworkforce demands, these modifications seek to address changing workplace dynamics andglobalization. One change reflects the evolution of teamwork in ABET’s Criteria 3, studentoutcomes, which now states
- Conference Session
- Career Advancement Through Engineering Leadership Development
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- 2021 ASEE Virtual Annual Conference Content Access
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- Mark Jason Luchini; David J. Cribbs, Jackson; Dirk Joel-Luchini Colbry, Michigan State University; Katy Luchini-Colbry, Michigan State University
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- Engineering Leadership Development
research and foster discovery in science and engineering [6]. Consequently, the originalCyberAmbassadors curriculum incorporates activities, examples and exercises that are centeredin the context of exploratory research. This type of research is generally found in academicsettings, such as research universities and non-profit institutions, as well as in government-funded laboratories. Designing the curriculum to reflect the language and positions common tothese settings (e.g., investigator, research group, graduate student, postdoc) is an important partof the constructivist and sociocultural pedagogy embraced by the CyberAmbassadors project[7]–[9]. In this approach, learning takes place most effectively in contexts that are familiar andrelevant
- Conference Session
- Career Advancement Through Engineering Leadership Development
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- 2021 ASEE Virtual Annual Conference Content Access
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- Hwangbo Bae, University of Florida; Madeline Polmear, University of Florida; Denise Rutledge Simmons P.E., University of Florida
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- Engineering Leadership Development
prepared for their careers, these studies have indicated that universityengineering students need more opportunities to develop professional skills.Professional skills are essential components of leadership development that industry expectsfrom engineering graduates [14], [15]. There is a growing body of literature that highlightsleadership as a key competency that students should practice and learn before their employment[3], [4], [16]. The importance of students’ leadership development has also been emphasized bythe National Research Council [17] and the National Academy of Engineering [1] forengineering graduates’ career preparation. Reflective of the importance of leadershipdevelopment and the professional competencies that enable it, the ABET
- Conference Session
- Designing and Evaluating Engineering Leadership Programs
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- 2021 ASEE Virtual Annual Conference Content Access
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- John D. Stevens, The Pennsylvania State University ; Dena Lang, Pennsylvania State University; Meg Handley, Pennsylvania State University; John Jongho Park; Paul Mittan, Penn State Engineering Leadership Development
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- Engineering Leadership Development
) prepared them for their professional career with respect to a number of leadershipcompetencies: 1) leading teams (lead meetings, identify personality preferences and adjustenvironment/style) 2) think strategically by applying mission, vision, and values statements to ateam or organization 3) work effectively in teams 4) apply project management processes toprojects 5) give and receive feedback 6) self-reflection on leadership skills and how to improve7) recognize ethical issues & practice ethical decision making 8) develop a culture that promotescreativity and innovation 9) cross cultural/ global competencies (appreciation of other cultures,understanding bias, working in a culturally diverse team) 10) emotional intelligence (regulateemotions
- Conference Session
- Innovative and Impactful Engineering Leadership Pedagogy
- Collection
- 2021 ASEE Virtual Annual Conference Content Access
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- 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
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- Diversity
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- Engineering Leadership Development
discussions and incorporate that into classexamples. For example, I start every class by playing music from a playlist that contains all thestudents’ favorite songs and we promote discussions around that. I try to incorporate as much oftheir experiences as I can and to demonstrate that there are no good or bad examples, there arejust different examples.I think it is also important to help students learn how their own development of racialconsciousness is linked to mastery of professional competency. For example, if they weredesigning cars, I ask them to think about what problems they will face if they design the car forpeople that are exactly like them.All these practices also demand for me to work on myself. I need to actively reflect on my race
- Conference Session
- Innovative and Impactful Engineering Leadership Pedagogy
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- 2021 ASEE Virtual Annual Conference Content Access
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- Seth C. Sullivan, Texas A&M University; Maria Polyzoi, Texas A&M University
- Tagged Divisions
- Engineering Leadership Development
meet at least 3-4 times over thecourse of the three-month semester, and had the option of continuing meeting if deemedmutually beneficial by both the coach and the participant. The students or graduates (hereafter“participants”) in the coaching program were all highly successful students or graduates, and allhad been selected for a highly-competitive leadership development program for engineeringstudents. The meetings between coaches and participants were allowed to develop organically,according to coaching best practices. [3] Participants were allowed to pick the areas they wantedto develop. Coaches then guided participants towards creating a vision and setting goals byasking questions, reflecting back observations, and facilitating
- Conference Session
- Innovative and Impactful Engineering Leadership Pedagogy
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- 2021 ASEE Virtual Annual Conference Content Access
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- Adrienne Steele, Louisiana State University and A&M College; Warren N. Waggenspack Jr., Louisiana State University and A&M College; Joseph Learned Odenwald
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- Diversity
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- Engineering Leadership Development
organizations across campus: “People use it as a springboard more often thannot. Most of our mentors are a part of multiple clubs, both within engineering and outside… I’malso a part of clubs for chemical engineering, so I’m also in leadership in one of our science peerorganizations on campus that’s not associated with the College of Engineering.” Another benefit most often noted by the peer mentors was improved communicationskills. Amber reflected: “Public speaking and putting presentations together and learning how topresent myself in a meeting or interview, over the phone, I guess, just presenting in front of agroup of people and to speak loudly and be well versed.” Paul discussed how this benefit wasmore than a matter of being an
- Conference Session
- Career Advancement Through Engineering Leadership Development
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- 2021 ASEE Virtual Annual Conference Content Access
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- Gregg Morris Warnick, Micron Technology Inc.; Blandon Prowse, Micron Technology Inc.; Wai-Leong Mook, Micron Technology Inc.; Arthur Beng Chuan Lam, Micron Semiconductor Asia
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- Engineering Leadership Development
with delegation and Focus on wellbeing)Core incorporates the “Leader as Teacher” culture at Micron. Mid to senior level leaders areinvited to be a sponsor for each cohort training group. This includes participation in modules 1and 7 where they as sponsor share personal examples of how Micron’s core values andleadership attributes have made a difference in their life and helped them improve theirleadership capabilities. It also includes an open forum allowing participants to ask questions ofthese leaders.Amplifier (Empowering Leadership Practices)Amplifier is an immersive leadership development experience that merges theory and practicalskill development with personal reflection and a deep dive into the systems and processes thatdrive the
- Conference Session
- Career Advancement Through Engineering Leadership Development
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- 2021 ASEE Virtual Annual Conference Content Access
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- Michele Norton, Texas A&M University; Ben Behbood Zoghi, Texas A&M University
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- Diversity
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- Engineering Leadership Development
publics • Engineering incorporates many domains beyond technical • Engineers impact the worldColes [12] described his view of professional practice with 10 lessons for practice: • professionals engage on society’s behalf, with people who present them with complex, indeterminate problems • professionals work with high levels of uncertainty • professional practice fundamentally involves making judgement • professional judgement is based on ‘practical wisdom • professional judgement is acquired through experience and conversations with respected peers • the learning process that underpins this is the critical reconstruction of practice • this involves ‘deliberation,’ which is more than ‘reflection • deliberation
- Conference Session
- Designing and Evaluating Engineering Leadership Programs
- Collection
- 2021 ASEE Virtual Annual Conference Content Access
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- Hyun Hannah Choi, University of Illinois at Urbana - Champaign; Selim Havan, University of Illinois at Urbana-Champaign; Charlotte Hathaway; Blake Everett Johnson, University of Illinois at Urbana - Champaign; Mattox Alan Beckman, University of Illinois at Urbana - Champaign; Yuting W. Chen, University of Illinois at Urbana - Champaign; Lucas Anderson, University of Illinois at Urbana - Champaign
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- Engineering Leadership Development
applied in both academic and non-academic settings.For example, the rubric development presentation covers how rubrics can be used to as-sess exams, homework, and quizzes as well as to conduct an employee’s annual review. Adean from the college of engineering gives instruction on enforcing academic integrity, andour research park and alumni network has provided panelists for panel discussions wherequestions about professional ethics are deliberated.Perhaps the single best practice that we employed was holding a weekly meeting to conductlecture reflection and planning. In these meetings we perform regular checks on our lecturecontent to ensure that we do not lose sight of the integrative approach. The culture of theteam is one that allows