ENGINEERING MANAGEMENT

Industrial Engineering Program

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 CONTENT
 Why engineering leadership is important?
 Leadership development importance

 Engineering Leadership

 Difference between Leader and manager

 4-D Leadership system

 Leadership personnality Tests

 Leadership Succes example

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WHY ENGINEERING
LEADERSHIP IS
IMPORTANT?

 Leadership:
 Is the process / the
ability to direct the
behavior of others
toward the
accomplishment of
objectives .
 It is getting things
accomplished
through people
(Certo & Certo, 2012)
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  “Leadership instruction is an important
part of the curricula; through the
development of leadership skills, students
learn to manage themselves and each
other in a more effective way, increasing
the overall productivity of the team. Also,
a strong leadership education is a key
factor in improving the abilities of future
WHY engineers to be effective team members
ENGINEERING and leaders in the companies and
LEADERSHIP IS agencies in which they will work” (Babuscia, A.,
Craig, J. L., & Connor, J. A. (2012)).
IMPORTANT?
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WHY ENGINEERING LEADERSHIP IS IMPORTANT? FACTS

Engineering has often neglected leadership education and/or

training, being seen academically as a “soft skill” not relevant to
the discipline.

Many engineering leaders consider it vital for engineers to

understand and develop leadership for future individual and
societal success

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WHY ENGINEERING LEADERSHIP IS IMPORTANT? FACTS

Leadership skills are critical for accomplishing goals as an engineer and

innovator. Innovation and development stop at the idea stage if you are not able to
convince people to invest time and capital into the effort

Engineers are innovators by training with academic development to be logical

problem solvers. As a group, we often fail to understand that decision making is
not always, or often, data-driven. Emotions, tolerance for risk, perceptions, and
relationships drive human decisions. The failure to understand these elements can
lead to premature death of innovative solutions.

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 LEADERSHIP DEVELOPMENT IMPORTANCE

❑ $14 billion annually are spent by US companies on leadership development

$14000,000,000/YEAR only in the US

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 LEADERSHIP DEVELOPMENT IMPORTANCE

 The cost of customized leadership-development offerings from a top business school can reach
$150,000 a person.

$150,000 a person

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 LEADERSHIP DEVELOPMENT IMPORTANCE

 Five Hundred Mangers ranked leadership development is a future priority

Current Leadership Development Feedback
Future Priority

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 LEADERSHIP DEVELOPMENT IMPORTANCE

Engineer usually will hired

for her or his technical skills,
promoted for leadership and
management skills and fired with poor communication skills

Companies committed on sustaining a

competitive edge are investing in educating their engineers to be able to lead teams
and combine technical skills with business insights
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DEFINITION OF ENGINEERING LEADERSHIP

Engineering leadership is defined as the ability to lead a group of engineers and

technical personnel responsible for creating, designing, developing,
implementing, and evaluating products, systems, or services

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  Leadership focuses on
understanding of leadership
concepts, emotional intelligence,
(BAYLESS AND personal leadership styles, team
ROBE, 2010) building, and self-realization to
make a better engineer.

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 ENGINEERING LEADERSHIP

 As an engineering leaders holding many positions in great organizations

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PROBLEM IN THE CURRENT ENGINEERING LEADERSHIP

 Studies have shown the Importance of Engineering Leadership

Development

 Engineering programs are lacking in developing their students in leadership and

management skills

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PROBLEM IN THE CURRENT ENGINEERING LEADERSHIP

 Studies have shown the Importance of Engineering Leadership Development

 Recently companies are investing in educating their engineers to be able to lead teams and
combine technical skills with business insights

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 ENGINEERING LEADERSHIP
 Studies have shown the Importance of Engineering Leadership Development

 Engineers of the 21st century must study and practice leadership and management
skills prior to graduating, due to the importance of these skills
 Leadership skills are key for progressing in an engineering profession

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ENGINEERING LEADERSHIP DEVELOPMENT
 Schuhmann (2010a)
 He believes that the engineering technical skills are no longer sufficient for
future achievement
 Many skills such as communication, project management, and
leadership are becoming more important than ever

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 intelligence : Judgment and verbal abilities

Emotional maturity and stability

Dependability, persistence and drive for

SOME continuing achievement

CHARACTERI The skill to participate socially and adapt to

various group
STICS OF
LEADERS
A desire for status and socioeconomic position
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ARE MANAGERS SAME AS LEADERS? NO

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 ENGINEERING LEADERSHIP AND PERSONALITY TRAITS
4-D SYSTEM

 The 4-D leadership system is a great contribution in the modern

leadership literature. This philosophy of leadership was developed
by Pellerin (2009), a former director of the Astrophysics Division at
NASA in his book about team building at NASA.

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ENGINEERING LEADERSHIP AND PERSONALITY TRAITS
4-D SYSTEM

 His approach to innovative leadership thinking stems from his role in

the Hubble space telescope crisis. The main problem with the Hubble
telescope, launched in 1990, involved a flawed mirror which finally had
to be repaired in space. Pellerin claimed that the root cause of this
malfunction was not so much a technical issue from the contractor side
but, more importantly, a failure of leadership. The nature of NASA’s
relationship with this contractor was so antagonistic that it prevented
the contractor from reporting this technical problem (Pellerin, 2009).
Pellerin was appointed to lead the Hubble repair team. Even though he
successfully repaired the Hubble, he was greatly distraught at being
part of the original leadership problem. He focused in his book on how
to solve the problem of overlooking social contexts that many leaders21
commit while dealing with engineering projects.
ENGINEERING LEADERSHIP AND PERSONALITY TRAITS
4-D SYSTEM

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ENGINEERING LEADERSHIP AND PERSONALITY TRAITS
4-D SYSTEM

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 ENGINEERING LEADERSHIP AND PERSONALITY TRAITS
4-D SYSTEM
 Pellerin (2009) described his 4-D system’s contribution to leadership development as
follows:
 Blue Leadership is the visionary style in which the leader uses his/her logical and
intuiting dimension more than the other dimensions. This style relies on thinking
about the potential future. Visionaries are influential leaders with a desire to create
what they envision.
 Green Leadership is the cultivating style which relies on emotional and intuiting
dimensions. This style encourages profound feelings, the desire to create a better
world, and sincere concern for humanity.
 Orange Leadership is the directing style that drives its decisions by using the
logical and sensing dimension to encourage taking actions and directing others.
Managing, planning, organizing, directing, and controlling are some actions of this
type of leader.
 Yellow Leadership is the including style that depends on emotional and sensing
capabilities derived from communications and relationships with others. 24
 Technological Leadership Strength and Capabilities
Leadership Style Leadership Dimensions of Team and Individuals

Visionary style Leaders have the intellectual, thinking about the

(BLUE) potential future, forward looking capabilities. They are
good at invention, design, patent, creativity and
invention.

Cultivating style Encouraging, appreciating, inspiring engineering

(GREEN) teams and individuals to create a better world, and
sincere concern for humanity.

Directing style Encouraging taking actions and directing others.

(ORANGE) Managing, planning, organizing, directing, and
controlling. They are very productive, and efficient
leaders.

Including style Engineering teams benefit from this style by

(YELLOW) strengthens the relationship between team members to
focus their efforts on achieving the ultimate
engineering goals. Fostering the communications and
relationships with others. Conflict intolerant.

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4-D LEADERSHIP SYSTEM VALIDATION
“What do you most admire in leaders?”
➢ 1,500-person survey by the American Management Association;
➢ 80 senior executives in the federal government; and
➢ 2,600 top-level managers who completed a checklist of superior
leadership characteristics.

Percentage Survey Answer 4-D classification

80 % an honest leader Yellow which is the
Including
leadership
67% Leader should be Orange, Directing
productive, leadership
efficient
62 % The forward Blue leadership,
looking leadership Visioning
leadership
58% inspirational leader the Green, 26
Cultivating
leadership
LEADERSHIP PERSONALITY TEST:1

Q# 1/0 1/0
1 Rely on my inner knowing? Rely on my observations?

2 Think more about "what could Think more about "what is"?
be"?
3 Prefer creativity? Prefer common sense?
4 Act of flashes of insight? Act on careful analysis?
5 Prefer wrestling with concepts? Prefer wrestling with facts &
data?
6 Prefer holistic perspectives? Prefer details?

7 Love big ideas? Love established reality?

Total Total 27
LEADERSHIP PERSONALITY TEST:2
Q#
1 Harmony is intrinsically
valuable?
2 Prefer to act on "what feels
right"?
3 Consider the people first?
4 Prefer harmonious
relationships?
5 Decide through consensus?
6 First, trust my heart?
7 Intolerant of conflict?
Total
1/0 1/0
Harmony is a means to an end?
Prefer to act on "what's logical"?
Consider the task first?
Prefer being right?
Decide with my own thinking?
First, trust my head?
Ok with conflict?
Total
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SAMPLE SOLUTION – TEST 1

Q# Intuition Information Check Sensed Information Chec

k
1 Rely on my inner Rely on my observations?
knowing? √
2 Think more about "what Think more about "what
could be"? is"? √
3 Prefer creativity? √ Prefer common sense?
4 Act of flashes of insight? Act on careful analysis? √
5 Prefer wrestling with Prefer wrestling with facts
concepts? & data? √
6 Prefer holistic Prefer details?
perspectives? √
7 Love big ideas? √ Love established reality?
Total Intuition Checks 4 Total Sensed Checks 3 29
SAMPLE SOLUTION – TEST 2
Q# Emotional Decider
1 Harmony is intrinsically
valuable?
2 Prefer to act on "what feels
right"?
3 Consider the people first?
4 Prefer harmonious
relationships?
5 Decide through consensus?
6 First, trust my heart?
7 Intolerant of conflict?
Total Emotional Checks
Chec Logical Decider Check
k
Harmony is a means to an
√ end?
Prefer to act on "what's
logical"? √
√ Consider the task first?
Prefer being right?
√
Decide with my own thinking? √
√ First, trust my head?
√ Ok with conflict?
5 Total Logical Checks 2 30
LEADERSHIP SUCCESS EXAMPLE

 Great leaders can have a very positive impact on companies.

When David Maxwell became the CEO of Fannie Mae, he was able
to move the company from a $1 million per day loss to one earning
$4 million every day

 Similarly, Darwin Smith, who became the CEO of Kimberly-Clark

in 1971, transformed the company over the next 20 years, turning
the company into the leading paper-based consumer products
company in the world (Collins, 2001). In 1991, the cumulative
value of $1 invested in Kimberly-Clark was $39.87 but only $9.81
for the General Market
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LEADERSHIP SUCCESS EXAMPLE

• Henry Ford.
• Steve Jobs.
• Walt Disney
• Sakichi Toyoda
• Ghazi Algosaibi

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TEAM LEADERSHIP

Team members have always been chosen based on technical skills,

and other skills such as leadership, and personal skills have been
ignored.

Team working is becoming increasingly important in modern

organizations due to its beneficial outcomes. A team’s performance
levels are determined by complex interactions between the attributes
of its individual members, the communication and dynamics between
members, the working environment, and the team’s work tasks
(Crowder, Robinson, Hughes & Yee-Wai, 2012)

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TEAM LEADERSHIP

There are 4 critical team success factors (Wysocki, 2002):

(a) problem-solving capability
(b) decision-making capability
(c) conflict management capability
(d) skill profile

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TEAM AND PERSONALITY TRAITS

Successful project planning is best accomplished by the

participation of all parties involved in a project

The members of the project team are in almost constant

conflict for the project’s resources and for leadership roles
in solving project problems. The PM must be expert in
conflict resolution

Although many interpersonal conflicts are based on personality

differences

PROJECT MANAGEMENT FOR ENGINEERING AND CONSTRUCTION

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 TIPS FOR BUILDING AN EFFECTIVE TEAM

 Be aware of employees' unspoken  Encourage listening and

feelings brainstorming

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 TIPS FOR BUILDING AN EFFECTIVE TEAM

 Be clear when communicating.  Use consensus.

 Facilitate communication.  Establish a method for arriving at
a consensus.

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REFERENCES

 Babuscia, A., Craig, J. L., & Connor, J. A. (2012). Teaching practical

leadership in MIT satellite development class: CASTOR and Exoplanet
projects. Acta Astronautica, 77, 138–148. https://doi-
org.sdl.idm.oclc.org/10.1016/j.actaastro.2012.03.013
 Leadership education for engineering students. (2010). 2010 IEEE
Frontiers in Education Conference (FIE), Frontiers in Education
Conference (FIE), 2010 IEEE. https://doi-
org.sdl.idm.oclc.org/10.1109/FIE.2010.5673554
 The Development of an Agent-Based Modeling Framework for
Simulating Engineering Team Work. (2012). IEEE Transactions on
Systems, Man, and Cybernetics - Part A: Systems and Humans, Systems,
Man and Cybernetics, Part A: Systems and Humans, IEEE Transactions
on, IEEE Trans. Syst., Man, Cybern. A, (6), 1425. https://doi-
org.sdl.idm.oclc.org/10.1109/TSMCA.2012.2199304 38