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In order to lead the social process required to solve society’s grandest challenges and ensure that the capabilities of an expanded engineering workforce are successfully harnessed, new engineers must be more than just technical experts, they must also be technical leaders. Thankfully, greater numbers of engineering educators are recognizing this need and are consequently establishing engineering leadership certificates, minors, and even full degree programs through centers at universities throughout the country. However, for these programs to reach their full potential, engineering educators must be successful in integrating leadership into the very identity of engineers. This study seeks to better understand the relationship between engineering identity and leadership, so tools can be developed that enable engineering educators to more effectively integrate leadership into an engineering identity. This paper explores this relationship using a national sample of 918 engineering students who participated in the 2013 College Senior Survey (CSS). The CSS is administered by the Higher Education Research Institute (HERI) at UCLA to college students at the end of their fourth year of college; data from the CSS are then matched to students’ prior responses on the 2009 Freshman Survey (TFS), which was administered when they first started college, to create a longitudinal sample. Using a leadership construct developed by HERI as the outcome variable, this work utilizes Hierarchical Linear Modelling (HLM) to examine the impact of engineering identity and a host of other factors shown to be important in college student development on leadership. HLM is especially appropriate since individual student cases are grouped by schools, and predictor variables include both student-level and institution-level variables. The leadership construct, referred to as leadership self-efficacy in this work, includes self-rated growth in leadership ability, self-rating of leadership ability relative to one’s peers, participation in a leadership role and/or leadership training, and perceived effectiveness leading an organization. The primary independent variable of interest was a factor measuring engineering identity comprised of items available on both the TFS and CSS instruments. Including this measure of engineering identity from two different time periods in the model provides the relationship between engineering identity in the fourth year and leadership self-efficacy, controlling for engineering identity in the first year as a pretest. Statistically significant results were found across each of the areas tested, including the fourth-year engineering identity factor as well as several collegiate experiences, pre-college experiences, major, and institutional variables. Taken together, these results present a nuanced picture of what matters to predicting leadership outcomes for undergraduate engineering students. For example, while engineering identity is a significant positive predictor of the leadership construct, computer engineers score lower than mechanical engineers on leadership, while interacting with faculty appears to enhance leadership self-efficacy.
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Development of Leadership Self-Efficacy: Comparing Engineers, Other STEM, and Non-STEM Majors
The purpose of this work in progress research paper is to examine the differences in leadership self-efficacy among engineering undergraduates and their peers in other fields, and understand how leadership self-concept changes from the first through the fourth year of college. This study conceptualizes engineering formation as a professional identity development process, cultivated through participation in engineering communities of practice. The guiding hypothesis is that experiences that contribute to engineering identity, which focus on the development of technical mastery, conflict with the development of leadership self-concept. This work presents preliminary analysis of the differences between engineering undergraduates and their peers with regard to their leadership experiences during college. Preliminary results reveal a complex picture of the differences between engineering students and their peers in other STEM and non-STEM fields. Engineering students have the highest leadership self-efficacy of all three groups by the end of the fourth year of college, which mirrors differences in self-rated leadership skills at college entry. However, differences in leadership experiences during college vary among these three groups, and not consistently with their leadership self-efficacy. Engineers are least likely to participate in a leadership training during college and to value becoming a leader after college. Among engineering students, students who participate in internships, undergraduate research, and collaborate with peers report higher leadership. Leadership is unrelated to plans to enter engineering as a career.
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- Award ID(s):
- 1664231
- PAR ID:
- 10089862
- Date Published:
- Journal Name:
- 2018 IEEE Frontiers in Education Conference (FIE)
- Page Range / eLocation ID:
- 1 to 5
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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- Free Publicly Accessible Full Text
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Accepted Manuscript1.0
- Conference Paper:
- https://doi.org/10.1109/fie.2018.8658493
