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Non-explicit Academic Programs (Embedded)

On the other hand, one example of good practice with a “non-explicit” leadership agenda includes the EWB Challenge coordinated by Engineers Without Borders Australia where first-year engineering students from universities across Australia are provided with a real design brief from the developing world and asked to produce “engineering and design solutions that are tailored to the local social, cultural, political, environmental, and economic context”.

Corporate Programs on Leadership

There are several engineering leadership development programs available for current professional engineers offered by various industry leaders such as Lockheed Martin, National Instruments, Raytheon, and GE (Lockheed 2005; National Instruments 2007; Raytheon 2006; GE 2009). These programs offer leadership development tracks to qualified new engineering employees, focused on facilitating the transition from an academic to a corporate mindset and are composed of leadership training, rotational assignments, and career development. For instance, the Lockheed Martin program consists of lectures, team projects, and leadership development conferences designed to provide engineers with practical and strategic leadership and interpersonal skills (“Lockheed Martin Leadership Development Program” 2005). GE offers several engineering leadership programs that focus on the company’s lifelong learning goal for its employees (GE 2009).

Researchers highlighted that engineering leadership programs should facilitate developing attributes, such as the ability to manage a group, have critical thinking, and be visionary, inspirational, influential, adaptable, open-minded, people-centred, action-oriented, equitable, interpersonal, determined, confident, a good communicator, accountable, fair, and a networker; to ensure that engineering professionals and future engineers are prepared to be competent leaders (Crumpton-Young et al. 2010).

 
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