Organizations Partner With the Howe School to Develop Customized Leadership Training Programs

Organizations Partner With the Howe School to Develop Customized Leadership Training Programs


One of the goals of The Howe School at Stevens Institute of Technology is to share our knowledge to help solve challenges across business, industry and society. And while we instill this thinking in our students, who can bring this applied approach to the workplace, we’ve also found there’s a vast opportunity to advance knowledge through leadership programs targeted toward technical professionals.



Howe School has worked with a variety of technical organizations over the years to develop highly customized leadership training programs. The organizations include, BAE IBM, NASA, ExxonMobil and others. For example, Howe School faculty members Pam Burke and Pete Dominick worked with leaders of the Information systems division in one major publishing and educational corporation to develop and deliver a series of personal and organizational leadership training modules. The modules, delivered over an 18-month period, were incorporated into a broader development initiative established for high potential employees. During 2011 and 2012, Howe School faculty collaborated with faculty in our School of Systems and Enterprises to develop and deliver leadership training for technical professionals in the Department of Defense’s vast acquisition organization, which procures military systems and resources That initiative focused on ways to apply leadership skills to three areas – the technical work, business and program leadership and broader enterprise leadership. Many of these programs provide 360 feedback and developmental coaching support to all sizes of an organization’s operations – from big outposts such as IBM’s Greater China Group to smaller start-up technical organizations located in New Jersey.

Most recently Dominick and several other Howe School faculty members partnered with ExxonMobil’s upstream organization to develop and deliver a leadership-training program for a large segment of its technical workforce. Upstream refers to the portion of ExxonMobil’s business responsible for finding drilling and extracting energy resources. It can be highly technical work on land or sea that involves the expertise of scientists, engineers and other technical and commercial professionals.

“The fundamental nature of leadership is transcendent but technical work has its own set of unique contextual challenges,” says Dominick. “We’re thankful for the opportunities we have to collaborate with our corporate partners. Such programs help elevate the profile of the school, deepen our understanding of the role leadership skills play in technical work and through the revenues it produces, helps us fund research and attract other important thinkers. Companies, in turn, experience top-level training that is customized to their own business needs and helps provide their leaders and emerging leaders with unique skills that can generate sustainable competitive advantage.”

“We’ve put a lot of energy into making leadership skills, and related concepts like self-awareness and collaboration, integral parts of the education and experiences we offer in our classrooms.” says Dominick. “It ultimately strengthens the ability of technical people to bring their expertise to bear on important business decisions.”


For more information please email Dr. Peter Dominick