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Engineering Leadership Model

ENES 317: Introduction to Engineering Leadership

Emily Brownfield

Structure of Model:

Breaking down my model, the core values list the four main aspects of leadership. The bubble for each core value includes my reflection on the importance of said characteristic. Followed by the sources that influenced the lessons I took away. Including a bibliography at the end to cite all of my references.

Structure

Core Values

My Model

Communication

Communication

Communication is crucial between leadership and their subordinates. Through communication, without openness and non-judgements, the psychological safety of individuals is possibly in danger. By encouraging a difference of opinion, leadership establishes trust between themselves and their subordinates and between subordinates among each other. These differences allow for new ideas without the fear of judgement or criticisms. This is not discouraging disagreement, but leading to greater discussions and elaboration of possible solutions.

Course Content

  • Knowledge & skills in Communication [Jablokow, pg.33]
  • Openness, Extraversion, and Agreeableness [Cherry, "The Big Five Personality Types"]
  • Five Factor Personality Model

[Northouse, Chapter 2]

  • Cross-culture Communication

[Northouse, Chapter 16]

  • Interculture Communication Considerations [Riemer]
  • Strategies for Leveraging Power

[Bal, pg. 17]

Course Content

Industry Leader Conversation

Industry Leader

One of the biggest points Dr. Daneshrad kept discussing was the need to communicate with everyone he interacts with. Specifically, he emphasized the importance of asking questions whenever he did not fully grasp a concept. Connecting back to how leadership is a process, in which you learn and further your skills along the way. Additionally, he suggested collecting inputs from as many people as possible (customers, employees, friends, etc.) to make sure you have looked at the solution from all different angles.

Even beyond communication in a verbal sense, he pointed out how leaders should ensure that others derive value from their interactions, demonstrating how communication is a transactional process.

Activity 5

During the discussion with my group, they each reflected back on how those they interviewed connected to the importance of communication when interacting with those both above and below them. Many also acknowledged the issues that arose when communication was not always encouraged or open. In order to establish trust and a better working relationship with coworkers, communication was an essential skill to achieving it.

Coding Group Exercise

Adaptability

Adaptability

Adaptability is essential in leadership because a leader must learn how to talk and lead different groups of people. Diversity should always be encouraged and sought out, but without adapting to said diversity, those individuals may feel ostracized or excluded when their differences are not acknowledged. These differences of perspectives are an asset when properly applied to an idea. As a leader, a key value is being able to adapt the group dynamics and a shared goal to reflect each perspective. Furthering the ideas and collaboration among subordinates and yourself. Adapting from each obstacle encountered also allows a leader to learn and grow.

Course Content

  • Process Leadership

[Northouse, Chapter 1]

  • Process of Influence

[Hubbard]

  • Adapt to Cultural Differences

[Riemer]

  • Multiple Identities and Contexts

[Eagly , pg 221]

  • Situational Approach

[Northouse, Chapter 5]

  • Adaptive Leadership

[Northouse, Chapter 1]

  • Transformational Leadership

[Northouse, Chapter 8]

Industry Leader Conversation

Industry Leader

When asked how he learned from obstacles he was faced with, Dr. Daneshrad responded that each incident reinforced the importance of adaptability and the need to look forward, not backward. Even when prompted to elaborate on if he lacked any skills in a position that required them, he connected back to adapting to said position and learning from those around him. If something does not go according to plan, he often just considers alternative solutions, makes the decision, identifies the path/vision, and executes - adjusting when needing to.

Activity 5

Coding Group Exercise

Each one of my group members recounted the necessity of being adaptable in all situations. Especially a leader's ability to learn how to talk to and lead different groups of people. Especially considering how diversity must be encouraged and sought out. With diversity comes the need to adapt to the differences that arise. As a leader, they must acknowledge any changes that occur and adapt to the situation as it happens in order to be successful.

Structure and Clarity

Structure and Clarity

Structure and clarity contribute to performance along with clear roles and responsibilities. By specifying such, leadership is able to prevent issues of not all aspects of a project being covered or having multiple members unknowingly doing the same task. Goal clarity creates a shared direction with focus, that all group members can connect back to and take on together. The leader can then more easily set up a reward and accountability system for both individual team members and the entire team. If standards are explained and individuals held responsible for the tasks assigned to them, then cooperation between members can progress as the roles and aspect specialties are known.

Course Content

  • Management vs. Leadership [Northouse, Chapter 1]
  • Conscientiousness

[Cherry, "The Big Five Personality Types"]

  • Common Vision

[Eagly , pg 221]

  • Management of Resources

[Simankane , pg 4]

  • Situational Approach

[Northouse, Chapter 5]

  • Goal-Setting Theory

[Simon-Walters]

Industry Leader Conversation

Industry Leader

By establishing clear roles and responsibilities, the dynamic becomes more of a community. Dr. Daneshrad has experienced leading anywhere from 3 individuals to currently roughly 100. In that, the roles may have been more shared when he initially started his company, but as his organization grew, so must the structure specify. Therefore, he referenced how a leader must make sure they communicate the vision/direction to all and often. With this, there is no confusion and all individuals know what is expected of them.

Activity 5

Coding Group Exercise

After discussing with my group, the most obvious observation was the differences in structure and the differences in responsibilities associated with contrasting levels of leadership. Along with this, each encountered varying scenarios. However, each interviewed leader addressed how responsibilities must be specified in order to have clear roles and prevent any confusion or conflict. Additionally, the change in structure thus demonstrated the dynamic of the organization. If united under a shared goal or objective, subordinates recognize a sense of community and encourage collaboration.

Human Skills

No matter the level of management a leader possesses, all leaders must have advanced human skills. The emotional intelligence they possess allows them to recognize the emotions and motivations of themselves and others and act accordingly. While their interpersonal skills aid them in utilizing this information. They can then better interact and communicate with their subordinates. Furthering their ability to navigate complexities, understand team dynamics, and address any changes that may arise.

Additionally, through the charisma they possess and the inspiration they instill in their subordinates, they are able to create a welcoming environment in which everyone cohesively collaborates and conflicts can easily be maneuvered using the leader's knowledge and understanding of their subordinates.

Course Content

  • Human Skills

[Sunindijo, "CHPT Construct"]

  • Skills Approach

[Northouse, Chapter 3]

  • Behavioral Approach

[Northouse, Chapter 4]

  • Differentiating Leadership from Management [Toor, pg 317]
  • Five Factor Personality Model

[Northouse, Chapter 2]

  • The Big Five Personality Traits

[Cherry, "The Big Five Personality Types"]

Industry Leader Conversation

Industry Leader

The greatest connection Dr. Daneshrad made to human skills was through little comments he made throughout the interview. Not only does he consider the well-being of his subordinates, but also the give-and-take between a leader and those he leads. When asked to define leadership, he specified how leaders should "help those who have potential, realize that potential." Also, to respect all, ensuring that others derive value from their interactions. To further his demonstration of human skills, I also learned how he provided computers for his employees to use at home during quarantine. In addition, he set up a block schedule to maintain the safety of his production crew while fulfilling product demand. Illustrating how he considered the safety of his subordinates while encouraging empowerment and trust.

Activity 5

Coding Group Exercise

When discussing key aspects of leadership, other group members agreed that characteristics such as trust, problem solving, interpersonal skill, etc., were essential to effective leadership. Even when discussing individual experiences with who we interviewed, it was mentioned that it is important to know your subordinates and prioritize empowerment and trust among them. Demonstrating the importance of human skills to leadership in order to be effective and successful.

Bibliography

Bibliography

  • Bal, V., et al. “The Role of Power in Effective Leadership.” A CCL Research White Paper, CENTER FOR CREATIVE LEADERSHIP, 2008, file:///C:/Users/emily/Downloads/The%20Role%20of%20Power%20in%20Effective%20Leadership%20(1).pdf.
  • Cherry, Kendra. “What Are the Big 5 Personality Traits?” Verywell Mind, 13 July 2020, www.verywellmind.com/the-big-five-personality-dimensions-2795422.
  • Eagly, A. H., and J. L. Chin. “Diversity and Leadership in a Changing World.” American Psychologist, 2010, pp. 216–224.
  • Hubbard, Rick, director. A Definition of Leadership. YouTube, 19 Aug. 2010, www.youtube.com/watch?v=-N-hZyjqE1I&feature=emb_logo.
  • Jablokow, K. W. “Engineers as Problem-Solving Leaders: Embracing the Humanities.” IEEE TECHNOLOGY AND SOCIETY MAGAZINE, 2007, file:///C:/Users/emily/Downloads/Engineers%20as%20Problem-Solving%20Leaders%20(1).pdf.
  • Leadership: Theory and Practice, by Peter G. Northouse, Seventh ed., Sage, 2016, pp. Chapter 1, 2, 3, 4, 5, 16.
  • Riemer, Marc J. “Intercultural Communication Considerations in Engineering Education.” UNESCO International Centre for Engineering Education (UICEE), 2007, pp. 197–206.
  • Simankane, T., and P. Mokgwane. “The Relevance of Situational Leadership Juxtaposed with the Followership Approach in the Fight Against the COVID-19 Pandemic.” International Journal of Humanities and Social Science Invention (IJHSSI), 2020, pp. 1–5.
  • Simon-Walters, J., director. Motivation Theories. Linkedin, www.linkedin.com/learning/certification-prep-shrm-cp/motivation-theories?u=41910388.
  • Sunindijo, Riza Yosia, and Patrick X. W. Zou. “CHPT Construct: Essential Skills for Construction Project Managers.” International Journal of Project Organisation and Management, 2011.
  • “Team Of MIMO Wireless Communication Experts: Silvus Management Team.” Silvus Technologies, 22 Sept. 2020, www.silvustechnologies.com/about/management-team/.
  • Toor, S. “Differentiating Leadership from Management: An Empirical Investigation of Leaders and Managers.” Leadership and Management in Engineering, 2011, pp. 310–320.

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