Leadership Development of Technology Students through Experiential Learning

Detalhes bibliográficos
Autor(a) principal: Moraes, Taciano
Data de Publicação: 2015
Tipo de documento: Dissertação
Idioma: eng
Título da fonte: Repositório Comum do Brasil - Deposita
Texto Completo: https://deposita.ibict.br/handle/deposita/24
Resumo: In a world where technology is changing every single detail of our societies, schools, and organizations in a skyrocketing speed, it is worrying that the way we develop our leaders is improving so slowly. With numerous studies showing that leadership is one of the factors that impact the most on software projects’ success, it is worrying that more than $14B are spent yearly with leadership development and, still, most organizations believe they are not being effective. One of the most efficient methodologies for leadership development inside companies is the Experiential Learning from David Kolb, but it still has some problems in gaining traction inside universities due to their difficulty of simulating practical experiences. Many different approaches have been tried with various results and little standardization is perceived on the way they are used. For this reason, this study proposes a framework for using group activities as a means to help technology students practice leadership skills. A first pilot was executed with pleasant results and feedback from students, but more experiments are necessary to ensure its application for other skills and contexts.
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spelling Leadership Development of Technology Students through Experiential LearningDesenvolvimento de Liderança de estudantes de tecnologia através da Aprendizagem ExperiencialDesarrollo de Liderazgo de Estudiantes de Tecnología a través del Aprendizaje ExperimentalFührungskräfteentwicklung von Technologiestudenten durch ErfahrungslernenDéveloppement de leadership des étudiants en technologie grâce à l'apprentissage expérientielSviluppo Leadership degli studenti della tecnologia attraverso l'apprendimento esperienzialeLeadership DevelopmentExperiential LearningGroup ActivitiesTechnology LeadersSoftware ManagementDesenvolvimento de liderançaAprendizagem experimentalDinâmicas de grupoLíderes de TecnologiaGestão de SoftwareAdministraçãoIn a world where technology is changing every single detail of our societies, schools, and organizations in a skyrocketing speed, it is worrying that the way we develop our leaders is improving so slowly. With numerous studies showing that leadership is one of the factors that impact the most on software projects’ success, it is worrying that more than $14B are spent yearly with leadership development and, still, most organizations believe they are not being effective. One of the most efficient methodologies for leadership development inside companies is the Experiential Learning from David Kolb, but it still has some problems in gaining traction inside universities due to their difficulty of simulating practical experiences. Many different approaches have been tried with various results and little standardization is perceived on the way they are used. For this reason, this study proposes a framework for using group activities as a means to help technology students practice leadership skills. A first pilot was executed with pleasant results and feedback from students, but more experiments are necessary to ensure its application for other skills and contexts.Em um mundo onde a tecnologia modifica cada detalhe de nossa sociedade em uma velocidade cada vez maior, é preocupante que a forma como desenvolvemos nossos líderes esteja melhorando tão devagar. Apesar de inúmeros estudos mostrarem que a liderança é um dos fatores que mais influenciam o sucesso de projetos e de mais de U$ 14 bilhões serem gastos anualmente com desenvolvimento de liderança, mais da metade das organizações acredita que não o esteja fazendo de forma eficaz. Uma das metodologias mais eficientes para o desenvolvimento de liderança dentro das organizações é a Aprendizagem Experiencial, proposta por David Kolb, mas ainda se observa pouca padronização no modo como ela é utilizada, com diversas abordagens diferentes e resultados muito variados. Por esta razão, este estudo propõe um modelo padronizado para o uso de dinâmicas de grupo como um meio para ajudar alunos de tecnologia a praticar habilidades de liderança. Um primeiro piloto foi executado com resultados e feedback bastante positivos, que indicam o potencial de sua aplicação para outras habilidades e contextos.Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)Carnegie Mellon University (CMU)Carnegie Mellon University - Silicon ValleyEstados unidosMaster in Software Managementhttp://lattes.cnpq.br/302614534169380700244898162Root, SherylMercier, GladysMoraes, Taciano2017-09-29T19:18:39Z2015info:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisapplication/pdf[1] F. Brooks, The mythical man-month and other essays on software engineering. Chapel Hill: Dept. of Computer Science, University of North Carolina at Chapel Hill, 1974. [2] F. 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[Accessed: 04- Oct- 2015].http://creativecommons.org/licenses/by/4.0/info:eu-repo/semantics/openAccessreponame:Repositório Comum do Brasil - Depositainstname:Instituto Brasileiro de Informação em Ciência e Tecnologia (Ibict)instacron:IBICT2019-06-18T14:52:41Zoai:https://deposita.ibict.br:deposita/24Repositório ComumPUBhttp://deposita.ibict.br/oai/requestdeposita@ibict.bropendoar:46582019-06-18T14:52:41Repositório Comum do Brasil - Deposita - Instituto Brasileiro de Informação em Ciência e Tecnologia (Ibict)false
dc.title.none.fl_str_mv Leadership Development of Technology Students through Experiential Learning
Desenvolvimento de Liderança de estudantes de tecnologia através da Aprendizagem Experiencial
Desarrollo de Liderazgo de Estudiantes de Tecnología a través del Aprendizaje Experimental
Führungskräfteentwicklung von Technologiestudenten durch Erfahrungslernen
Développement de leadership des étudiants en technologie grâce à l'apprentissage expérientiel
Sviluppo Leadership degli studenti della tecnologia attraverso l'apprendimento esperienziale
title Leadership Development of Technology Students through Experiential Learning
spellingShingle Leadership Development of Technology Students through Experiential Learning
Moraes, Taciano
Leadership Development
Experiential Learning
Group Activities
Technology Leaders
Software Management
Desenvolvimento de liderança
Aprendizagem experimental
Dinâmicas de grupo
Líderes de Tecnologia
Gestão de Software
Administração
title_short Leadership Development of Technology Students through Experiential Learning
title_full Leadership Development of Technology Students through Experiential Learning
title_fullStr Leadership Development of Technology Students through Experiential Learning
title_full_unstemmed Leadership Development of Technology Students through Experiential Learning
title_sort Leadership Development of Technology Students through Experiential Learning
author Moraes, Taciano
author_facet Moraes, Taciano
author_role author
dc.contributor.none.fl_str_mv http://lattes.cnpq.br/3026145341693807
00244898162
Root, Sheryl
Mercier, Gladys
dc.contributor.author.fl_str_mv Moraes, Taciano
dc.subject.por.fl_str_mv Leadership Development
Experiential Learning
Group Activities
Technology Leaders
Software Management
Desenvolvimento de liderança
Aprendizagem experimental
Dinâmicas de grupo
Líderes de Tecnologia
Gestão de Software
Administração
topic Leadership Development
Experiential Learning
Group Activities
Technology Leaders
Software Management
Desenvolvimento de liderança
Aprendizagem experimental
Dinâmicas de grupo
Líderes de Tecnologia
Gestão de Software
Administração
description In a world where technology is changing every single detail of our societies, schools, and organizations in a skyrocketing speed, it is worrying that the way we develop our leaders is improving so slowly. With numerous studies showing that leadership is one of the factors that impact the most on software projects’ success, it is worrying that more than $14B are spent yearly with leadership development and, still, most organizations believe they are not being effective. One of the most efficient methodologies for leadership development inside companies is the Experiential Learning from David Kolb, but it still has some problems in gaining traction inside universities due to their difficulty of simulating practical experiences. Many different approaches have been tried with various results and little standardization is perceived on the way they are used. For this reason, this study proposes a framework for using group activities as a means to help technology students practice leadership skills. A first pilot was executed with pleasant results and feedback from students, but more experiments are necessary to ensure its application for other skills and contexts.
publishDate 2015
dc.date.none.fl_str_mv 2015
2017-09-29T19:18:39Z
dc.type.status.fl_str_mv info:eu-repo/semantics/publishedVersion
dc.type.driver.fl_str_mv info:eu-repo/semantics/masterThesis
format masterThesis
status_str publishedVersion
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Gitsham, "Experiential learning for leadership and sustainability at IBM and HSBC", Journal of Mgmt Development, vol. 31, no. 3, pp. 298-307, 2012. [85] T. Smith and M. Rosser, "Leadership Development through Experiential Learning", in Association of Leadership Educators Conference, Ft. Worth, 2007. [86] K. Guthrie and T. Jones, "Teaching and Learning: Using Experiential Learning and Reflection for Leadership Education", New Directions for Student Services, vol. 2012, no. 140, pp. 53-63, 2012. [87] S. Penger, J. Znidarsic and V. Dimovski, "Experiential Learning And Management Education: Empirical Research And Implications For Practice In Higher Education In Slovenia", International Journal of Management and Information Systems, vol. 15, no. 1, pp. 23-34, 2011. [88] M. Qurban and R. Austria, "Improving the Communication Skills of IS Developers during Requirements Elicitation Using Experiential Learning", Journal of Information Systems Education, vol. 20, no. 3, pp. 301-311, 2009. [89] G. Regev, D. Gause and A. Wegmann, "Experiential learning approach for requirements engineering education", Requirements Engineering, vol. 14, no. 4, pp. 269- 287, 2009. [90] J. Bangs, "Experiential Learning in an Organizational Leadership Program", Journal of College Teaching & Learning, vol. 8, no. 10, pp. 29-34, 2011. [91] J. Barbuto, "Dramaturgical Teaching in the Leadership Classroom", Journal of Leadership Education, vol. 5, no. 2, pp. 4-13, 2006. [92] I. Sutherland and J. Jelinek, "From Experiential Learning to Aesthetic Knowing: The Arts in Leadership Development", Advances in Developing Human Resources, vol. 17, no. 3, pp. 289-306, 2015. [93] E. Turesky and D. Gallagher, "Know thyself Coaching for leadership using Kolb’s Experiential Learning Theory", The Coaching Psychologist, vol. 7, no. 1, pp. 5-14, 2011. [94] W. Zhang and M. Brundrett, "School leaders' perspectives on leadership learning: the case for informal and experiential learning", Management in Education, vol. 24, no. 4, pp. 154-158, 2010. [95] R. Belton, "The impacts of experiential learning on leadership identity in female college graduates", PhD, University of North Carolina at Greensboro, 2010. [96] S. Kaagan, Leadership Games: Experiential Learning for Organizational Development. Thousand Oaks, Calif.: Sage Publications, 1999. [97] George Mason University, "Leadership Activities and Exercises", 2015. [Online]. Available: http://lead.gmu.edu/training-resources/activities-and-exercises/. [Accessed: 02- Oct- 2015]. [98] A. Chapman, "Donald Kirkpatrick's Learning Evaluation Theory", Businessballs.com, 2015. [Online]. Available: http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm. [Accessed: 04- Oct- 2015].
https://deposita.ibict.br/handle/deposita/24
identifier_str_mv [1] F. Brooks, The mythical man-month and other essays on software engineering. Chapel Hill: Dept. of Computer Science, University of North Carolina at Chapel Hill, 1974. [2] F. Brooks, 'No Silver Bullet Essence and Accidents of Software Engineering', Computer, vol. 20, no. 4, pp. 10-19, 1987. [3] T. DeMarco and T. Lister, Peopleware. New York, NY: Dorset House Pub. Co., 1987. [4] The Standish Group, 'The CHAOS Report', 1994. [5] J. Eveleens and C. Verhoef, 'The rise and fall of the Chaos report figures', IEEE Softw., vol. 27, no. 1, pp. 30-36, 2010. [6] The Standish Group, 'CHAOS Manifesto 2013: Think Big, Act Small', 2013. [7] R. Glass, 'Failure is looking more like success these days', IEEE Softw., vol. 19, no. 1, pp. 104-103, 2002. [8] M. Jørgensen and K. Moløkken-Østvold, 'How large are software cost overruns? A review of the 1994 CHAOS report', Information and Software Technology, vol. 48, no. 4, pp. 297-301, 2006. [9] K. Emam and A. 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url https://deposita.ibict.br/handle/deposita/24
dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv [1] F. Brooks, The mythical man-month and other essays on software engineering. Chapel Hill: Dept. of Computer Science, University of North Carolina at Chapel Hill, 1974. [2] F. Brooks, 'No Silver Bullet Essence and Accidents of Software Engineering', Computer, vol. 20, no. 4, pp. 10-19, 1987. [3] T. DeMarco and T. Lister, Peopleware. New York, NY: Dorset House Pub. Co., 1987. [4] The Standish Group, 'The CHAOS Report', 1994. [5] J. Eveleens and C. Verhoef, 'The rise and fall of the Chaos report figures', IEEE Softw., vol. 27, no. 1, pp. 30-36, 2010. [6] The Standish Group, 'CHAOS Manifesto 2013: Think Big, Act Small', 2013. [7] R. Glass, 'Failure is looking more like success these days', IEEE Softw., vol. 19, no. 1, pp. 104-103, 2002. [8] M. Jørgensen and K. Moløkken-Østvold, 'How large are software cost overruns? A review of the 1994 CHAOS report', Information and Software Technology, vol. 48, no. 4, pp. 297-301, 2006. [9] K. Emam and A. Koru, 'A Replicated Survey of IT Software Project Failures', IEEE Softw., vol. 25, no. 5, pp. 84-90, 2008. [10] H. Abdul-Rahman, F. Mohd-Rahim and W. Chen, 'Reducing failures in software development projects: effectiveness of risk mitigation strategies', Journal of Risk Research, vol. 15, no. 4, pp. 417-433, 2012. [11] T. Lehtinen, M. Mäntylä, J. Vanhanen, J. Itkonen and C. Lassenius, 'Perceived causes of software project failures – An analysis of their relationships', Information and Software Technology, vol. 56, no. 6, pp. 623-643, 2014. [12] J. Pinto, and D. Slevin. 'Critical success factors across the project life cycle' Project Management Institute, 1988. [13] The Project Management Institute, 'Examining Project Manager Insights of Agile and Traditional Success Factors for Information Technology Projects', Marian University, 2011. [14] B. Shore, 'Failure Rates in Global IS Projects and the Leadership Challenge', Journal of Global Information Technology Management, vol. 8, no. 3, pp. 1-5, 2005. [15] P. Nixon, M. Harrington and D. Parker, 'Leadership performance is significant to project success or failure: a critical analysis', Int J Productivity & Perf Mgmt, vol. 61, no. 2, pp. 204-216, 2012. [16] L. Raccoon, 'A leadership primer for software engineers', ACM SIGSOFT Softw. Eng. Notes, vol. 31, no. 4, p. 10, 2006. [17] V. Anantatmula, 'Project Manager Leadership Role in Improving Project Performance', Engineering Management Journal, vol. 22, no. 1, pp. 13-22, 2010. [18] L. Geoghegan and V. Dulewicz, 'Do project managers' leadership competencies contribute to project success?', Proj Mgmt Jrnl, vol. 39, no. 4, pp. 58-67, 2008. [19] J. R. Turner and R. Müller, 'The project manager's leadership style as a success factor on projects: A literature review', Project Management Institute, 2005. [20] L. Yang, C. Huang and K. Wu, 'The association among project manager's leadership style, teamwork and project success', International Journal of Project Management, vol. 29, no. 3, pp. 258-267, 2011. [21] Center for Creative Leadership, 'Blended Learning for Leadership: The CCL Approach', 2014. [22] Deloitte Consulting LLP and Bersin, 'Leaders at all levels: Close the gap between hype and readiness', Delloite University Press, 2014. [23] K. O' Leonard and L. Loew, 'Leadership Development Factbook 2012 Benchmarks and Trends in U.S. Leadership Development', Bersin.com, 2015. [Online]. Available: https://www.bersin.com/ Store/Details.aspx?docid=15587. [Accessed: 15- Nov- 2015]. [24] S. Garr and L. Loew, 'High Impact Leadership Development Driving Organizational Maturity and Business Impact', Bersin.com, 2015. [Online]. Available: https://www.bersin.com/Practice/ Detail.aspx?id=14449. [Accessed: 15- Nov- 2015]. [25] Ashridge, 'Developing the Global Leader of Tomorrow', Hertfordshire, 2009. 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dc.publisher.none.fl_str_mv Carnegie Mellon University (CMU)
Carnegie Mellon University - Silicon Valley
Estados unidos
Master in Software Management
publisher.none.fl_str_mv Carnegie Mellon University (CMU)
Carnegie Mellon University - Silicon Valley
Estados unidos
Master in Software Management
dc.source.none.fl_str_mv reponame:Repositório Comum do Brasil - Deposita
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