Leadership — The essential of engineering management

Giegold, William C.

doi:10.1016/0167-5419(81)90008-9

Cited by 5 publications

(9 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Giegold looked at engineering management's essentials and three distinct critical skills: technical, conceptual, and human skills [11]. The technical portion is still significant, being an engineering and technical manager.…”

Section: B Leadership Character Traits That Employees Prefermentioning

confidence: 99%

“…There is also the possibility of enhancing employees' capabilities, morals, motivation, retention, and development to improve the organization they work at or for. Giegold discussed how engineering management areas could improve leadership areas and focus on motivation, communication, team-building, discussion of performance, resolving conflicts, disciplining, and dealing with individuals' emotional side [11].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Effective Leadership in the Engineering, Technology, and Construction Industry

Farler¹,

Haan²

2021

JCM

View full text Add to dashboard Cite

This paper explores what effective leadership is being employed in the engineering, technology, and construction (ETC) industry. Organizations need to understand what character traits are being used and what leadership styles work to promote sustainability and improve the triple bottom line. This paper looks at multiple publications on leadership and character traits effective for managers and leaders in the ETC industry. The ETC industry is a trillion-dollar industry, and understanding ways to improve leadership is vital for organizations' successful outcomes. With improvements to the managerial and leadership, there could be ways for organizations to profit more and cut down on cost costs. Finding ways to improve motivation can help organizations improve safety, improve culture, and increase employee motivation. From the research, this paper has found that situational leadership, transformational, and transactional are the most effective leadership styles that individuals can use in the ETC industry for leadership. Character traits that are the most effective have been identified in this research paper. This research has contributed to the ways individuals who start in the engineering and technology industry can improve upon their leadership skills as they are promoted into managerial and leadership roles. The need for managerial positions in the ETC industry, such as project and construction managers, to improve is vital for successful outcomes and creating a high-level performance. The study helps provide a gap in the limited research available to improve ETC leadership for all organizations' present and future.

show abstract

Section: B Leadership Character Traits That Employees Prefermentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Effective Leadership in the Engineering, Technology, and Construction Industry

Farler¹,

Haan²

2021

JCM

View full text Add to dashboard Cite

show abstract

“…'(Giegold, 1981). If it were known how the need arose longitudinally over time, educators, employers, and professional bodies could present the material at an appropriate time and contextualise it accordingly.…”

Section: Research Questionmentioning

confidence: 99%

“…This question is somewhat related to that asked by Giegold, 'what is the most effective way for an engineering manager to improve his or her leadership skills?' (Giegold, 1981). If it were known how the need arose longitudinally over time, educators, employers, and professional bodies could present the material at an appropriate time and contextualise it accordingly.…”

Section: Research Questionmentioning

confidence: 99%

Changing importances of professional practice competencies over an engineering career

Pons

2015

Journal of Engineering and Technology Management

View full text Add to dashboard Cite

short (100 words) The profession depends on its practitioners developing management and leadership skills to achieve good client outcomes and robust, reliable products or services, delivered by profitable, ethically run engineering businesses. The difficulty is determining what those skills are, and where in the career they are needed. The New Zealand population of professional engineers was surveyed to rate the importance of a list of management and leadership topics. Results show the relative importance of various topics and how their importance is perceived differently with years of experience. The results also help differentiate the roles of teaching institutions and ongoing in-career professional development. Abstract long Problem-The profession depends on its practitioners developing management and leadership skills to achieve good client outcomes and robust, reliable products or services, delivered by profitable, ethically run engineering businesses. The difficulty is determining what those skills are, and where in the career they are needed. Approach -The New Zealand population of professional engineers was surveyed to rate the importance of a list of management and leadership topics. Findings-Results show the relative importance of various topics and how their importance is perceived differently with years of experience. The rated importance of most engineering management topics becomes significantly higher as the engineer's years of experience lengthen. The areas of largest gap IntroductionIt is expected that engineers will use engineering management and leadership tools more extensively as their career progresses, and some become specialised management engineers (IPENZ, 2015). Their careers start by taking responsibility for the management of their own personal work and the professionalism thereof, to become independent practitioners. With time they typically take responsibility for managing the work of others in projects and organisations, to become technology or team leaders. Some may stop there, but many other engineers subsequently take responsibilities for managing whole business units or organisations, leading staff, and perhaps eventually for governance and setting strategic direction. Consequently there is a need for engineers to develop an evolving set of professional skills as their career develops. But what exactly are those skills and when are they needed? This question is also relevant to the need for life-long learning and enduring professional development (IEM, 2009). This is addressed by analysing a large survey-data set to determine the relative importance of management and leadership topics for engineers at different stages in their careers. The particular area of focus for this research was the New Zealand (NZ) engineering profession. In the present context we do not make a firm differentiation between 'management' and 'leadership', but instead simply use the term 'engineering management' to refer to the general set of skills required for organisational success. This was do...

show abstract

“…leadership); 9 within this framework, engineering leadership exists as an important behavioral component of engineering management. 7 It is not unreasonable then to allow management and leadership to be viewed as separate but partially related domains; this perspective allows mutual exclusivity at the respective unrelated domain extremes while accounting for the complementary nature of the skills and behaviors inherent in each at the common extremes. If one accepts this conceptual model, then an academic door opens that allows forand perhaps requires -developing leadership skills within project management courses.…”

Section: Introductionmentioning

confidence: 99%