The Difference in University-Level Engineering Students' Use of the Full Range Model of Leadership Behaviors before and after Creativity Training

The literature is sparse for studies on the leadership behaviors of engineers. Traditionally, organizations generally view engineers as problem-solvers, and their career advancement is more often along a technical track rather than a leadership track. Because today's organizations are seeking employees who can think creatively in order to find innovative solutions to complex challenges, this research project focuses on creativity training in undergraduate engineering students in at least one Texas university as a driver to enhance leadership behaviors as exhibited in the Full Range Model of Leadership--Transformational, Transactional, and Passive-Avoidant. Through a series of participative exercises in spatial awareness (types of movement through space) and in ambidexterity development (use of the non-dominant hand), the participants collaborated in teams to produce innovative solutions to problems handed to them. They completed the "Multifactor Leadership Questionnaire" (MLQ-5X) and Guilford's "Alternate Uses" before and after the training to assess any difference in their leadership behaviors. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]