(Invited) Developing Leadership Skills in Engineering and Science Majors

Abstract

Engineers and scientists typically work in teams where a leader oversees and guides process/product research, development, and direction. When technically-trained individuals first undertake a leadership role, frustration and anxiety are frequent outcomes, despite technical competency and good intentions. This situation largely occurs because our technical training has developed within us a mindset wherein we approach problems in a particular way that is based solely on logic, facts, and data. People are not facts or data, and in many cases, their approach to problems does not appear logical. Sudden awareness of such behavior is disconcerting to technically-trained individuals who are now in a position of leadership. The leader must recognize that decisions, even by engineers or scientists, are typically driven by biases, priorities, emotions, and previous experiences; the complex interplay of personal attitudes and characteristics with technical issues has been referred to as sociotechnical problems.This talk will discuss reasons why engineers and scientists often find adaptation into leadership roles frustrating and discouraging. Students should be made aware of the need for the development of professional skills such as emotional intelligence, conflict management/resolution, and leadership; these skills serve as compliments to their technical training and are required for success in leadership or management roles. The mindset transition from solving purely technical problems (academia) into technical teamwork efforts and leadership roles can be facilitated by offering examples and leadership background in undergraduate and graduate (required or elective) courses. More detailed education in these arenas can be presented through interactive seminars, workshops, or elective courses focused on leadership development.