Engineering Leadership Education - The Path Forward

Abstract

professional experiences and research interests range from mechanical engineering facilities design to research that applied engineering and molecular biology approaches to the study of the skeletal response to mechanical loading. As a Mechanical Engineer, she worked on facility design projects involving mechanical systems that included heating, ventilation, air conditioning, and energy conservation systems, as well as R&D of air conditioning equipment for Navy ships. Additional research interests include the investigation of relationships among components of the indoor environment, occupants, and energy usage. Specifically, the effects of the indoor environment on occupant health and well-being and in parallel, how socially-mediated energy-saving strategies can increase awareness of energy use and/or increase energy saving behaviors. of group development fits the macrocosmic evolution of the program and is used as a framework within which to place the experiences, observations, and perspectives of the individuals associated with its conception and direction. Examples are provided of processes, failures, successes, and lessons learned, and references are provided to quantitative works describing the results of Program assessment over time.

The unseen work of establishing engineering leadership development initiatives

“…Once you determine the best type of program for your institution and the implementation strategies are forming, you will need to decide on the EL core competencies you wish to develop in the students. While specific leadership core competencies may vary from institution to institution and industry to industry, the literature converges on the notion that communication skills are requisite to using other fundamental EL core competencies (Ansari et al., 2013; Farr & Brazil, 2009; Graham et al., 2009; Hartmann & Jahren, 2015; Paul & Falls, 2015; Schuhmann, 2015; Siller et al., 2009), so communications training should be prioritized in instructional strategies and learning outcomes (See Didiano et al. in this issue).…”

“…As you discover comparable programs, focus on program audits and holistic program reviews, EL‐development best practices, and inter‐program studies. Much of the literature presents case studies of existing programs, with a smaller number evaluating EL programs across institutional contexts (Donald & Jamieson, 2022; Graham et al., 2009; Klassen et al., 2016; Paul & Falls, 2015; Rottmann & Handley, 2020; Schuhmann, 2015).…”

Using an Academic Plan Model to Analyze Canadian Engineering Leadership Curriculum

“…The first type includes individual program descriptions, and there are significantly more of these. These studies usually come in the form of conference papers, which explain a single course, program, degree or even an individual learning activity in some detail, with varying degrees of assessment reported, and sometimes more systematic program evaluation [5,[7][8][12][13]17]. These studies provide a level of depth and detail that can be of significant value to peer practitioners looking to learn about each other's work.…”

Using Institutional Entrepreneurship to ‘Reverseengineer’ a Large Engineering Leadership Institute

“…However, very little is known about the institutional changes required to launch a new engineering leadership program, which is a complex and highly contextual challenge. The exceptions are individual reflections from program leaders in the US [4][5], but these tend to focus on program content, and both were initiated in a top-down manner.…”