This is an in-person intensive course.

This is an in-person intensive course.

This course has been completely redesigned for life in our quarantined world. This semester's theme is Self-Leadership (because you can't lead anyone until you can lead yourself (!), and who better to practice your leadership skills on during quarantine than you?!) The class is completed in teams of 4, (but worry not — there are no graded team assignments!). Together your team will work through themes related to self-leadership like self-discipline (why can't I keep my new year's resolutions?), resilience (how can hard times and failures make me stronger?), and motivation (how can I stay engaged when I don't feel like it?). You''ll also embark on three wild self-leadership quests that will challenge you to walk your talk in practical ways. I designed this course to be highly challenging, but stress free. It's full of fun activities and deep, meaningful conversations with your classmates to help get you through life off-campus.

This course is aimed at helping engineering students to combine their knowledge and practical skills with their natural authentic leadership in order to create meaningful work and vibrant lives for themselves, their communities, and society. This course challenges the notion that leadership is a prescribed set of behaviours and allows students to explore their own authentic leadership. During the first half of the course students will use a variety of tools and concepts to explore 'Who Am I,' 'What Am I Fundamentally About' and 'How Do I Show Up' to create the experiences and relationships that I want in my life and work. In the second half of the course students will learn an authentic teaming approach to co-creating meaningful change. Students will identify inspiring possibilities, work through core challenges, and create integrated solutions together as change agents for a vibrant future.

Project management involves both leading people and managing resources to achieve the intended project outcomes and benefits. Leadership is often the difference between project success and failure. The objective of this course is to equip you with the concepts, tools and techniques for effective leadership within a project context. It is also intended to build self-knowledge regarding leadership styles and to provide for opportunities for practice. The course begins with the organizational setting for projects, proceeds through aspects of leading and working with teams, covers the important topic of ethical leadership, and closes with the stakeholder, communication and change management components of leading projects in organizations.

Many disciplines have explored happiness — philosophy, anthropology, psychology, sociology, neurobiology, film, art, and literature — to name a few. Why not engineering? During the first part of the course we will play catch-up, examining the scholarly and creative ways that people have attempted to understand what makes for a happy life. Then we turn our attention to our own domain-expertise, applying engineering concepts like "balance," "flow," "amplitude," "dynamic equilibrium," "momentum," and others to explore the ways that your technical knowledge can contribute to a deep understanding of happiness. This course is designed to challenge you academically as we analyze texts from a variety of disciplines, but it is also designed to challenge you personally to explore happiness as it relates to yourself, your own personal development and your success and fulfillment as an engineer.

Communication skill can be a critical success factor in engineering. Engineering know-how is given added power when communicated with clarity and simplicity in presentations that are thoughtfully planned and effectively executed. In this course, each student will make a large number of short presentations to sharpen their skills and increase their confidence. Students will grapple with capturing the essence of complex subjects and expressing it through key words, data and images. Students will be able to develop a wide range of skills: visual representation of data, systems and mechanisms; structuring and sequencing a talk; managing the tools, equipment and physical and psychological aspects of presentations; delivering speeches with vivid voice and body language; and finally, skills in connecting with an audience and achieving the desired impact.

A growing body of social science research offers clear evidence that emotional intelligence (EQ) plays a crucial role in leadership effectiveness. We know that the most successful managers are able to motivate and achieve best performances through the ability to understand others, and the key to this is to first understand yourself. In this course, you will complete the most scientifically validated EQ assessment available, The Emotional Quotient Inventory (EQ-i) and receive a detailed report that identifies your leadership strengths and targets areas for development. You will acquire an enhanced level of self-knowledge and a deeper awareness of your impact on others. This will form the basis of a personal development plan that will help you improve your leadership effectiveness.In this course we will also examine evidence-based research that links leadership effectiveness to authenticity and mindfulness, both of which can be enhanced through mindfulness training programs. Simply defined, mindfulness is the awareness of one’s mental processes and the understanding of how one’s mind works. Using case studies, we will discover why companies such as Carlsberg, Google, Sony, and General Electric have trained hundreds of employees in mindfulness.

21st century career management skills and knowledge are critical success factors for engineers, to develop their own careers for the future, and as leaders and project managers, to help develop others' careers. Especially in engineering where career engagement influences innovation and productivity, career management is arguably the most important learning to bridge the gap between an engineering education and an engineer's ability to apply their learning in the real world.

In this course, students will learn about contemporary theories and issues in career development so they can apply their knowledge and skills, to benefit their own careers, and those of their team members, organization, and society. Students will learn an evidence-based framework for career clarification and exploration. Using this framework, students gain career management and job search strategies, increase hope and confidence, expand their network and use practical career management tools. In an increasingly volatile, uncertain, complex, and ambiguous world of work, students will consider career paths, hear and tell career stories, and gain skills to navigate a lifetime of transitions.

This course will examine leadership in relation to technology and the engineering profession. Topics will include: leadership theories, historic and current leaders, ethical leadership, teaming and networking, productivity and innovation, thinking frameworks, business leadership, and influencing people. Through this course students will explore their own leadership abilities and develop or strengthen their competencies in areas such as managing conflict, team dynamics, running effective meetings, developing others, and creation of vision and mission statements. The course will be delivered through lectures, workshops, readings, and guest speakers.