They actively lead the GEL2 program – coaching teams, providing feedback to GEL1 students, engaging with industry guests. GEL2 students collaborate with instructional staff to plan and deliver weekly experiential Engineering Leadership Labs. GEL2s receive personalized coaching for a more focused leadership experience.
In the summer before their GEL 2 year, students must complete either an Impactship or an InternshipPlus. During GEL 2, students complete two required courses and take on an advanced level of responsibility.
The reflection experiences that began in GEL 1 continue, culminating with a final presentation regarding each student’s development in the Capabilities of Effective Engineering Leaders [Link to 1.4 Capabilities]. Participating in mentorship is highly recommended, and specially selected mentors help prepare GEL 2s to transition into fruitful careers in industry.
| Requirement | Description | Class Time | Units/Credit |
|---|---|---|---|
| InternshipPlus or Impactship | Students secure an internship and work to maximize their experience, perhaps seeking additional responsibilities or taking on a special project. | Required during summer before GEL2 Year | |
| 6.9130: Engineering Leadership Lab (ELL) | Exposes students to leadership frameworks, models and cases within an engineering context, in an interactive, practice-based environment. Hones leadership, teamwork and communication skills. Students participate in guided reflections on individual and team successes, and discover opportunities for improvement in controlled settings. Activities include design-implement activities, role-plays, simulations, small group discussions, and performance and peer assessments by and of other students. (Both semesters) | 2 hours per week (GEL2s are required to meet, as needed, outside of lab) | 12 units (6 per semester) |
| Engineering Practice Requirement Interview (EPR2) | GEL2s seek out and interview a senior engineering leader from industry, capturing lessons learned in a written report. | Component of 6.913 (Either Fall or Spring semester) | |
| Personal Leadership Development Plan (PLDP) | This assignment is designed to increase familiarity with the Capabilities of Effective Engineering Leaders and encourage reflection regarding personal and professional development. Students rate their competency level for each capability. | Component of 6.913 (Both Fall and Spring semester) | |
| Final Presentation | GEL2s present on their development and progress regarding the Capabilities of Effective Engineering Leaders. | Component of 6.913 (Spring semester) | |
| 6.9140: Project Engineering | Provides an introduction to basic principles, methods, and tools for project management in a realistic context. Over remainder of term, progresses to an introduction to project management, with emphasis on finance, evaluation, and organization. (IAP) | 4-day off-site class | 6 units |
| Leadership Elective | Explore one of the several approved leadership topics in greater depth:* 6.S650 Innovating for Improvement 6.9270 Negotiation and Influence Skills for Technical Leaders 6.9260 Multi-Stakeholder Negotiation for Technical Leaders 6.9320 Ethics for Engineers 9.00 Introduction to Psychological Science 11.011 The Art and Science of Negotiation 15.301/15.310 People, Teams, and Organizations (with or without lab) 15.320 Strategic Organization Design 15.388 Venture Creation Tactics 15.665 Power and Negotiation 15.873 or 15.8731 System Dynamics for Business and Policy 24.131 Ethics of Technology 24.134 (6-unit version) Experiential Ethics | See course catalog | 6-12 units |
| Mentorship | GEL2s have the option to be paired with mentor who is a mid/senior engineering leader in industry. | Recommended/Optional |
Continue challenging students to become better engineering leaders by immersing them in the practical application of the Capabilities of Effective Engineering Leaders.