2023 ASEE Annual Conference & Exposition

Introduction:
Professional services consulting sector is one of the fastest growing, profitable, and significant sectors of the global economy [1], and technical and engineering consulting services is the 6th fastest growing industry for the period of 2014-2024 [2]. Engineering graduates are increasingly pursuing positions in engineering consulting firms for the opportunity to do technical, design-intensive work [3]. However, what differentiates high performance in engineering consulting is not technical competence, but rather the leadership and non-technical abilities of the consultant to satisfy the client, develop their team, and grow the business. For engineering educators to prepare our graduates for this growing sector, it is important to understand the leadership skills required.

Scope of Literature Review:
While there are substantive bodies of literature examining engineering leadership in a variety of contexts, such as engineering education and professional practice, there is no dedicated body of literature examining engineering leadership in the specific context of engineering consulting. As well, it is unclear whether professional skills valued in other professional services firms (e.g. law, accounting, etc.) translate to high performance in engineering consulting. This paper will review the literature in the above related areas to explore the convergence and divergence between these related but distinct areas of study. Our literature review will contribute to a better understanding of the leadership skills that may be particularly essential and relevant for engineering consultants.

Preliminary Findings:
Engineering education literature has examined leadership from various facets, including students' confidence, perceived competencies, and best pedagogical practices [4]–[6]. Commonly cited skills attributed to leadership include communication, interpersonal skills and teamwork [6], [7]. These skills are reflected in the literature on engineering leadership in professional practice as well [8], although the practice literature also discusses leadership more broadly, in terms of qualities, attributes, personality traits and orientations [9]–[14]. These findings are derived from studies across different engineering disciplines, careers stages, job roles, and spheres of influence. As leadership can be dependent on social, organizational and cultural contexts [15], the existing work may not address the unique nature of engineering consulting, where organizations are traditionally flat and the work is team- and project-based [16]. Therefore, our review also examines leadership in professional services firms literature, where similar organizational characteristics and challenges exist [1]. In particular, we are interested in ways of understanding leadership that have yet to be explored in the existing engineering leadership literature.

Implications for Engineering Education:
Through understanding the areas of connection between these 3 bodies of literature on leadership, engineering education, engineering practice, and professional services firms, this literature review seeks to inform a better understanding of the leadership skills our graduates require as they enter this field of work. Areas of divergence may provide further insight into the unique aspects of engineering consulting and gaps where further research is warranted. By studying leadership in engineering consulting, engineering educators can better answer the call by accreditation boards across North America to emphasize leadership and professional skills in our graduates.