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1. The Value of Teaching Leadership Skills to STEM Graduate Students and Postdocs

   https://doi.org/10.58021/S59G6F  

   Strubbe, Linda; Bosinger, Mia; Stauffer, Heidi L; Tarjan, L. Max (January 2022, Institute for Scientist & Engineer Educators (ISEE))

   Seagroves, Scott; Barnes, Austin; Metevier, Anne; Porter, Jason; Hunter, Lisa (Ed.)

   To create and achieve awesome things in the world together, STEM (science, technology, engineering and mathematics) professionals need to be able to lead effectively. Leadership can be thought of as “a process of social influence through which an individual enlists and mobilizes the aid of others in the attainment of a collective goal” (Chemers, 2001). In the Institute for Scientist & Engineers Educators’ Professional Development Program (PDP), STEM graduate students and postdocs learned, practiced, and reflected on leadership skills and strategies explicitly. Design Team Leaders (DTLs) practiced leading their teams, all participants facilitated inquiry (led their students in learning), and some (in later years) learned through the inclusive leadership PDP strand. In this panel paper, we reflect on what we learned from these experiences and discuss how we apply PDP leadership training daily in our work beyond the PDP. We review key principles about inclusive leadership, such as building an image as a credible leader; how to lead meetings; and how to build feelings of motivation, belonging, trust, and shared ownership among team members. We also share case studies of our experiences applying PDP leadership training in roles as co-director for an African summer school, facilitator for a physics equity project, middle/high school math and science teacher, mentor for new teachers, teaching professor and online curriculum designer, and project manager for a non-profit. Last, we offer recommendations for stakeholders who want to support STEM graduate students’ and postdocs’ development as inclusive leaders. 

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2. STEM students leading cultural change: How agency and capacity for collective action are cultivated within a distributed network

   Dalka, Robert P; Turpen, Chandra A; Shafer, D E; Gutmann, B (June 2023, American Society for Engineering Education)

   In typical Engineering and Science education, students often are not given opportunities to build skills outside of narrowly defined, technical domains (Lucena 2013). Experiences that encourage students to engage in social justice and activist work is crowded out in traditional STEM programs. Oftentimes, these structures must be created deliberately in order to provide student leaders with this type of mentorship (Leydens 2014, Nieusma 2011). One such initiative, the Access Network, aims to do just that. The Access Network is a collection of programs (sites) that are situated in U.S. universities that work towards a more equitable, diverse, inclusive, and accessible version of the STEM community (Quan 2019). Access prioritizes student leaders, both at the network-level and in their local sites, by empowering them to take the lead on actions and by providing support for this work. Access sites engage in activities that build inclusive learning communities, provide guidance through peer mentorship, and support growth in students’ leadership around social justice. One major function of the Access Network is to connect students across these local efforts and to facilitate the sharing of ideas and experiences between sites. One central way that this is done is through the work of Network Fellows (NFs), student leaders who work collaboratively in network decision-making and team projects that support the network and the sites. The NF position provides space for students to take power over decision making and supports them through mentorship in social justice and activist approaches (Amezcua 2020). To better understand how students approach this role and view their work, we have conducted semi-structured interviews with nine Network Fellows who served in the role for at least two semesters. In our analysis of emergent themes, we have found that individual agency over their work, shared leadership in decision making, and building relationships across the network are key outcomes of the Network Fellow experience. We have additionally identified key conceptualizations of the team collaboration that Network Fellows discuss that cultivate the outcomes described above. We see these conceptualizations as important for capturing how the Network Fellow team conducts its work. We hope for our work to serve as a model for others that wish to cultivate similar experiences for their own students in STEM. 

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3. Assessing Impact of the Leadership Development Program during the COVID-19 Pandemic

   DeRuntz, B.D.; Henson, H; Withee, T. (July 2022, ASEE annual conference exposition proceedings)

   The efficacy of leadership training on undergraduate engineering and technology students before and during the COVID-19 pandemic was examined. A leadership development program (LDP) at Southern Illinois University Carbondale (SIUC) emphasized active involvement and inter-personal relationship among participants to build a community of STEM leaders. The LDP recruited academically talented and economically disadvantaged STEM majors from partner community colleges and trained them as leaders. The directors framed the LPD within Social Interdependence Theory to promote and enable students to cooperatively learn to lead themselves, build leadership skills, and participate in leadership teams. The COVID-19 pandemic imposed extra challenges on implementing this model when teaching and learning switched to an online modality. Program organizers followed the program tenets and “Challenged the Process” to find innovative ways to maintain connections among and with students. Working together, students learned to apply their leadership training by organizing and completing service projects. Additionally, students practiced leadership skills within registered student organizations. Through dedication by students and coaches, the program exceeded expectations through the pandemic. The LDP continued with 100% graduation and 100% retention rates. Students in the LDP continued to show large, statistically significant gains in Leadership Self-efficacy, Motivation to Lead, and Grit compared to peers. This model of leadership development conceptually framed within the Social Interdependence Theory was effective. The LDP at SIUC is an exemplary program and could be a model for engineering leadership programs to follow. 

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4. Culturally Responsive Leadership Development for HBCU STEM Faculty

   McClintock, C.; Taylor, O.; Smith Byrd, G.; Mack, K.; McKayle, C.; Winter, K. (July 2021, The journal of Negro education)

   Taylor, O.; Campone, F.; Retland, N. (Ed.)

   This year-long leadership development program was designed to enhance the cognitive, affective, and behavioral dimensions of leadership self-efficacy of HBCU STEM leaders to broaden the participation of African American undergraduates in STEM. Learning outcomes guided the development of curricular resources including on-line learning, multi-day residencies, individual leadership assessment, and an action learning project. Mixed-method evaluation showed significant gains on all learning outcomes, with the highest post-test ratings in application of leadership skills, leading faculty in STEM teaching strategies, leading instructional innovation, developing programs for broadening participation in STEM, and increasing campus awareness of national challenges related to STEM. 

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5. Combining Strategies for Leadership Development of Engineering Students

   https://doi.org/10.18260/1-2--34303  

   Santiago, Nayda; Jimenez, Manuel; Guillemard, Luisa (June 2020, 2020 ASEE Virtual Annual Conference)

   This work in progress reports an intervention to develop leadership skills in engineering undergraduate students. A methodology based on a cognitive apprentice framework was implemented, where coaching, Peer-Led Team Learning (PLTL), cooperative learning, reflection, and self-assessment are combined to train peer leaders from different engineering programs. Students in the PLTL Peer Leaders initiative are low-income academically talented students (LIATS) from a Hispanic Serving Institution (HSI). Early results analyzing post workshop reflections and self-assessment of peer leaders were used to identify changes in leadership skills of peer leaders. This paper reports on the methodology employed and early results from students’ reflection and self-assessment. 

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