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Attributes Of Technology Leaders

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Conference

2007 Annual Conference & Exposition

Location

Honolulu, Hawaii

Publication Date

June 24, 2007

Start Date

June 24, 2007

End Date

June 27, 2007

ISSN

2153-5965

Conference Session

Industry-Academia Collaborations

Tagged Division

Continuing Professional Development

Page Count

8

Page Numbers

12.300.1 - 12.300.8

Permanent URL

https://peer.asee.org/1780

Download Count

32

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Paper Authors

biography

John Robertson Arizona State University

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John Robertson has been Professor of Microelectronics at ASU’s Polytechnic campus since 2001. He was previously a Program Director with Motorola. He serves on the JACMET Technical Advisory Board and delivers a number of courses in the Chief Engineer Certificate program.

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Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Attributes of technology leaders

Abstract

A consortium of companies and universities has developed a certificate to help prepare senior engineers to become technology executives. One of the learning outcomes is that the target jobs are very diverse and demanding. To qualify that outcome, the participating groups have prepared a list of the attributes they consider to be essential in a technical leader. The desired attributes can be broadly considered in four groups: personal features, communication ability, operational (management) capabilities and technical skills. The paper concentrates on personal attributes since they are essential to the successful application of the other skills. A simple process has been identified to develop the personal skills in early industry training and in academic technology programs.

Introduction and scope

Over the past 30 years, most high-technology companies have developed dual paths to technology leadership. One route is for technical specialists. It is often called a ‘Technical Ladder’ and it is a way to retain and recognize the depth of expertise needed for the business. The other path is through project management which requires broad experience in many contributing functions. The paths are represented in figure 1 which shows the trade-off between breadth and depth. New engineering or technology graduates enter the job market with specific discipline skills and would normally stay with that specialization unless they make a deliberate move into project management.

Project manager

Technology executive Breadth

Specialist

New graduate

Depth Figure 1. Technical career path options

Robertson, J. (2007, June), Attributes Of Technology Leaders Paper presented at 2007 Annual Conference & Exposition, Honolulu, Hawaii. https://peer.asee.org/1780

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