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Developing Leadership in Academia: Perspectives from Dr. Simaan AbouRizk

Explore effective leadership and leadership development in academia through the experiences and approaches of Dr. Simaan AbouRizk, a Distinguished University Professor at the University of Alberta.

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Developing Leadership in Academia: Perspectives from Dr. Simaan AbouRizk

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  1. GLF-CEM LEADERSHIP PANEL:Developing Leadership in Academia Dr. SimaanAbouRizk Distinguished University Professor Department of Civil and Environmental Engineering University of Alberta

  2. Presentation Outline • What defines effective leadership? • Leadership development in academia: my approach • The importance of developing effective leaders

  3. Effective Leadership

  4. Effective Leaders Effective leaders are able to: • Communicate clearly and respectfully • Engage and motivate individuals and teams • Adapt to various situations and individuals

  5. Leadership Development

  6. Leadership in Academia Two (main) approaches to developing student leadership in academia: • Formal leadership training • Creating leadership experiences for students

  7. Formal Leadership Training The University of Alberta has mandated that all graduate students participate in 8 hours of professional development, which may include formal leadership training. Challenges with formal leadership training: • Lacks contextPast leadership experiences puts “knowledge” into perspective. • Lacks applicationKnowing what to do is different than knowing how to do. • Often prescriptiveLeadership is not a rigid, “one-size-fits-all” solution.

  8. Leadership in Academia • Students primarily recruited based on academic achievements. • Leadership skills entering the program depend on personality and prior experiences.= wide range of leadership abilities

  9. Creating Leadership Experiences • Graduate student supervision of undergraduate summer research students. • Encourage participation in student societies, such as CSCE Student Chapters. • Increase project responsibility of students over time: avoid micro-managing students and allow them to make mistakes. • Establish industrial-academic teams.

  10. Experience through Collaboration 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 Alberco Consolidated Aggregate Today Finning Lafarge North American Construction Group O'Hanlon Paving OJ Pipelines PCL Construction Standard General Waiward Steel Border Paving City of Edmonton (Drainage) Construction Owners Association of Alberta E-Construction EPCOR Utilities Ledcor Group Lockerbie & Hole Stantec Sterling Crane Sureway Construction Management Voice Construction Wells Construction Insituform Technologies KBR Churchill Corporation City of Edmonton (Transportation) Clark Builders Colt Engineering Enbridge Pipelines Inc. Graham Industrial Services Ltd. JV Driver Landmark Group of Builders M&D Drafting Pacer Management Services Petro Canada TIC Canada ULC XL Ironworks Company Enbridge Pipelines Inc.

  11. 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 Experience through Collaboration Today Artificial Neural Networks for Pipe Handling and Welding Decision Support Systems and Data Mining Special Purpose Simulation Tools for Tower Crane Management Automation of Crane Supporting System Design Simulation of Module Assembly Work Forecasting of Resources Equipment Fleet Crane Ground Bearing Pressure and Matting Design Automation Heavy-Lift Crane Scheduling Simulation: Continued In-House Integrated Simulation Federates using HLA Agilia Concrete; Formwork Pressure Module Lift Dynamic FEA Analysis Workface Planning Simulation Scaffolding Metrics and Planning Project Module Total Install Cost Comparison Safety Analysis and Predictive Tool Development 3D Model Shape Recognition Piping AutoSpooling 3D Model Quantification Automation

  12. Experience through Collaboration 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 Today Quantification of Damages for Delay Claim Development of Document, Human Resources, and Steel Tracking Management Systems Early Contractor Involvement in Design and its Impact on Construction Productivity Modeling for Steel Fabrication Projects Improving Schedule Performance Real-Time Monitoring and Control by Applying Control Theory Workforce Skill Evolution in Construction Projects Dynamics of Working Hours in Construction Off-Site Construction Planning using Discrete-Event Simulation Decision-Making in Construction Site Layout Planning Optimizing Job Sequence and Resource Use for Fabrication Scheduling BIM-Based Data Mining Approach to Estimating Job Man-Hour Requirements A Competency-Driven Approach for Improving Construction Safety Performance

  13. Developing Effective Leaders

  14. Why Invest in Leadership Development? Effective leaders who appreciate the benefit of applying academic research in industry can become effective advocates and facilitators of academic-industrial collaborations.

  15. Sample leaders who were students: Tom Lasu , Rod Wales - Ledcor Jason Portas, Paul Knowles –PCL BIill Koehn –NACG Jim Kanerva (Waiward) Brenda McCabe (U of T) JanakaRuwanpura(U of C) Sample leaders who started as assistant professors Aminah Robinson-Fayek Mhammed Al-Hussein

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