Teaches scientists and engineers leadership skills and problem solving to facilitate management of team members, faculty, and staff This textbook introduces readers to open-ended problems focused on interactions between technical and nontechnical colleagues, bosses, and subordinates. It does this through mini case studies that illustrate scenarios where simple, clear, or exact solutions are not evident. By offering examples of dilemmas in technical leadership along with selected analyses of possible ways to address or consider such issues, aspiring or current leaders are made aware of the types of problems they may encounter. This situational approach also allows the development of methodologies to address these issues as well as future variations or new issues that may arise. Leadership by Engineers and Scientists guides and facilitates approaches to solving leadership/people problems encountered by technically trained individuals. Students and practicing engineers will learn leadership by being asked to consider specific situations, debate how to deal with these issues, and then make decisions based on what they have learned. Readers will learn technical leadership fundamentals; ethics and professionalism; time management; building trust and credibility; risk taking; leadership through questions; creating a vision; team building and teamwork; running an effective meeting; conflict management and resolution; communication; and presenting difficult messages. Describes positive traits and characteristics that technically-trained individuals bring to leadership positions, indicates how to use these skills, and describes attitudes and approaches necessary for effectively serving as leaders Covers negative traits and characteristics that can be detrimental when applied to dealing with others in their role as leaders Discusses situations and circumstances routinely encountered by new and experienced leaders of small teams Facilitates successful transitions into leadership and management positions by individuals with technical backgrounds Indicates how decisions can be reached when constraints of different personalities, time frames, economics, and organization politics and culture inhibit consensus Augments technical training by building awareness of the criticality of people skills in effective leadership Leadership by Engineers and Scientists is an excellent text for technically trained individuals who are considering, anticipating, or have recently been promoted to formal leadership positions in industry or academia.

Teaches scientists and engineers leadership skills and problem solving to facilitate management of team members, faculty, and staff This textbook introduces readers to open-ended problems focused on interactions between technical and nontechnical colleagues, bosses, and subordinates. It does this through mini case studies that illustrate scenarios where simple, clear, or exact solutions are not evident. By offering examples of dilemmas in technical leadership along with selected analyses of possible ways to address or consider such issues, aspiring or current leaders are made aware of the types of problems they may encounter. This situational approach also allows the development of methodologies to address these issues as well as future variations or new issues that may arise. Leadership by Engineers and Scientists guides and facilitates approaches to solving leadership/people problems encountered by technically trained individuals. Students and practicing engineers will learn leadership by being asked to consider specific situations, debate how to deal with these issues, and then make decisions based on what they have learned. Readers will learn technical leadership fundamentals; ethics and professionalism; time management; building trust and credibility; risk taking; leadership through questions; creating a vision; team building and teamwork; running an effective meeting; conflict management and resolution; communication; and presenting difficult messages. Describes positive traits and characteristics that technically-trained individuals bring to leadership positions, indicates how to use these skills, and describes attitudes and approaches necessary for effectively serving as leaders Covers negative traits and characteristics that can be detrimental when applied to dealing with others in their role as leaders Discusses situations and circumstances routinely encountered by new and experienced leaders of small teams Facilitates successful transitions into leadership and management positions by individuals with technical backgrounds Indicates how decisions can be reached when constraints of different personalities, time frames, economics, and organization politics and culture inhibit consensus Augments technical training by building awareness of the criticality of people skills in effective leadership Leadership by Engineers and Scientists is an excellent text for technically trained individuals who are considering, anticipating, or have recently been promoted to formal leadership positions in industry or academia.

Part I Exploding the Myths Chapter One: Myths about Ourselves as Leaders Chapter Two: Myths about Leadership Chapter Three: Organizational Influences Chapter Four: Societal and Family Beliefs Part II Finding Your Inner Leader Chapter Five: The Truth about You Chapter Six: Assessing Your Leadership Potential Chapter Seven: Creating a Vision for What You Want Chapter Eight: Growing Your Leader Self; Seeking Support Part III Making a Difference Chapter Nine: Be the Change You Want to See Chapter Ten: Action Learning Chapter Eleven: Drawing Your Road Map Chapter Twelve: Relationships Are Key Part IV Why the World Needs You Chapter Thirteen: The Call to Leadership Chapter Fourteen: Broadened Perspectives Chapter Fifteen: Collaboration Across Borders Chapter Sixteen: Sustainable Leadership Conclusions Appendix Bibliography.

Aimed at practicing engineers and scientists as well as students, Everyone a Leader: A Guide to Leading High-Performance Organizations for Engineers and Scientists offers innovative learning frameworks for acquiring competence in leadership that were originally developed at DuPont Canada. This book is specifically tailored to meet the needs of those in engineering and scientific fields. David Colcleugh, leadership educator and former CEO of DuPont Canada, draws examples of value-added processes and systems familiar to engineers and scientists to illustrate the importance of developing leadership capabilities in addition to technical skills. Colcleugh brings theories to life through a wealth of case studies and examples from his own career. The models presented in this book have been tested both in the field and as teaching tools at the Institute for Leadership Education in Engineering at the University of Toronto. Stressing continuous improvement, ethical standards, and teamwork, Everyone a Leader: A Guide to Leading High-Performance Organizations for Engineers and Scientists reveals how organizational change becomes possible when every employee is not only a functional expert, but also a leader. EVERYONE A LEADER® is a registered U.S. Trademark of TeamTech, LLC. The term is used by the author with permission of TeamTech, LLC but TeamTech, LLC is not responsible for the contents of any aspect of this book.

This book explores the rising phenomena of internet-based social networking and discusses the particular challenges faced by engineers and scientists in adapting to this new, content-centric environment. Social networks are both a blessing and a curse to the engineer and scientist. The blessings are apparent: the abundance of free applications and their increasing mobility and transportability. The curse is that creating interesting and compelling content on these user-driven systems is best served by right-brain skills. But most engineers and scientists are left-brain oriented, have generally shunned the right-brain skills like graphic design and creative writing as being indulgent and time wasting. The problem is, those are exactly the skills required to create compelling content. This book will help engineers and scientists re-acquire those right-brain skills and put them to best use in the new world of internet-based social media technologies. The reader will benefit from: * An emphasis on the growing role that social media technology -like Facebook, LinkedIn, Twitter, will play in professions like science and engineering. * The "How to" in understanding the importance of continuous streaming of content over time for both professional presence and for collaborative effort--the key in today's team approach to engineering and science. * The valuable help for quantitative people like engineers and scientists in setting up social media sites, requiring qualitative skills.

The past half-century has witnessed a dramatic increase in the scale and complexity of scientific research. The growing scale of science has been accompanied by a shift toward collaborative research, referred to as "team science." Scientific research is increasingly conducted by small teams and larger groups rather than individual investigators, but the challenges of collaboration can slow these teams' progress in achieving their scientific goals. How does a team-based approach work, and how can universities and research institutions support teams? Enhancing the Effectiveness of Team Science synthesizes and integrates the available research to provide guidance on assembling the science team; leadership, education and professional development for science teams and groups. It also examines institutional and organizational structures and policies to support science teams and identifies areas where further research is needed to help science teams and groups achieve their scientific and translational goals. This report offers major public policy recommendations for science research agencies and policymakers, as well as recommendations for individual scientists, disciplinary associations, and research universities. Enhancing the Effectiveness of Team Science will be of interest to university research administrators, team science leaders, science faculty, and graduate and postdoctoral students.

As a technical organization, charged with performing groundbreaking and pathfinding challenges on a daily basis, NASA has long valued the role of its Chief Engineers and Lead Systems Engineers. Although it takes a team to accomplish our missions and no members are unimportant, the Chief Engineers and Lead Systems Engineers who we look to lead our technical teams are critical to the success of our endeavors. It is this corps of dedicated, experienced, and passionate problem solvers and leaders who battle the technical headwinds that face every project, finding often hidden solutions and overcoming seemingly insurmountable obstacles to create paths to success. Furthermore, it is that indomitable spirit of ingenuity and perseverance that defines the Agency. Developing our Chief Engineers and Lead Systems Engineers is a commitment of the NASA engineering community, and one of our tenets for excellence. This development ensures our corps of engineers obtain the depth of technical acumen that they require, first as discipline engineers and then as Chief Engineers and Lead Systems Engineers, but also the associated management skills and experience to ensure they can interact with the rest of the project team and with program, Center, and Agency leadership. What's more, this development also ensures that NASA Chief Engineers and Lead Systems Engineers proficiently serve as leaders of their own technical teams, and that's what this book is all about. These technical leaders are critical to successfully implementing the three safety tenets we inherited from the Apollo program. These include the following: Strong in-line checks and balances. This means that engineers check their fellow engineers, and that no one checks their own homework. 1. Healthy tension between responsible organizations. In NASA today that is the programs and the three Technical Authorities (Engineering, Safety, and Health and Medical). Each organization has to be on equal footing with separate but equal chains of command to allow issues to be raised independently and provide the healthy tension to create organizational checks and balances. 2. "Value-added" independent assessment. "Value-added" means you bring in outside technical experts to peer review critical issues. Having a fresh set of eyes on a problem can provide a different perspective, leverage different experiences and result in more robust solutions. 3. NASA arrived at these three tenets through considerable blood, sweat, and loss, and our commitment to them is now inscribed in our Agency governance. As Chief Engineers and Lead Systems Engineers, your role in this is paramount, and achieving excellence in this is an expectation of your job. Serving in this role is not an easy task, but it is a tremendously reward¬ing one. You are the leaders of your technical teams, owners of the technical baseline, standard bearers of engineering best practices, decision makers, risk mitigators and problem solvers. You are Chief Engineers and Lead Systems Engineers, the title of which should say it all.