Drawing on his leadership experiences in academe, business, and government, Professor White makes the case for leadership to be included in engineering curricula. Engineers are “problem solvers.” As a result, they often view leadership challenges as technical, not adaptive problems. Also, engineers tend to believe the strongest leaders are those who have the most answers. In this presentation, Professor White emphasizes the need to ask questions, not provide answers. Reflecting on his undergraduate education, Professor White provides a candid assessment of what he learned, what he failed to learn, and what changes he would like to see occur in the preparation of young men and women to be leaders in academe, business, and government, as well as in their families and communities.
John A. White, PhD
Distinguished Professor & Chancellor Emeritus
University of Arkansas
Dr. White earned a bachelor’s degree in industrial engineering from the University of Arkansas in 1962, a master’s degree from Virginia Polytechnic and State University, and a doctorate from Ohio State University. He also holds honorary doctorates from Katholieke Universitiet of Leuven, Belgium, and George Washington University. Dr. White was dean of engineering at the Georgia Institute of Technology, where he served on the faculty for 22 years. Dr. White then served as Chancellor for the University of Arkansas for 11 years. His career in higher education and in management and engineering consulting carried him into the national ranks, including service as assistant director for engineering at the National Science Foundation in Washington, D.C.
Sponsored by the College of Engineering