The Future of Engineering Leadership: An ACEC/Michigan Study on Motivations and Expectations of the Next Generation of Firm and Industry Leaders-The Future of Engineering Leadership An ACECMichigan Study on Motivations and Expectations of the Next Generation of Firm and Industry Leaders Slides

The Future of Engineering Leadership An ACECMichigan Study on Motivations and Expectations of the Next Generation of Firm and Industry Leaders Slides

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This ACEC/Michigan study, led by Ron Brenke, Steve Gravlin, and Melanie Oliver, explores the motivations and expectations of emerging leaders in the engineering consulting industry. Combining quantitative surveys (407 respondents) and qualitative focus groups (29 participants), the research targets mid-career professionals and examines leadership interest, firm values, work-life balance, and professional association involvement.<br /><br />Key findings reveal that about 21% of respondents are interested in leadership roles. Leadership appeals mainly because it allows individuals to set vision and strategy, instills ownership, and provides status. Common barriers include lack of experience, preference for technical work, work-life balance concerns, and perceived time commitments. Those uninterested often cite being past the age or stage to pursue leadership or having “been there, done that.”<br /><br />What matters most across career stages in a firm includes positive culture/environment, compensation, growth opportunities, work-life balance, and flexible work arrangements such as remote work. Commitment to diversity, equity, inclusion, and environmental/social responsibility also factors in, especially for early-career professionals.<br /><br />Focus groups emphasize three key themes:<br /><br />1. Professional Relationships – Young professionals value in-person interactions for learning, career growth, and network building. Tenured colleagues should mentor and facilitate networking opportunities, balancing remote work benefits with relationship-building needs.<br /><br />2. Work-Life Balance and Flexibility – Flexibility around working hours is a top priority, supported by mutual trust between leaders and employees. Many are willing to accept trade-offs (less pay, part-time status, slower advancement) to achieve balance. Recommendations include formal feedback mechanisms and integrating flex policies into talent and wellness strategies.<br /><br />3. Association Involvement – In-person events, access to resources, and clear engagement pathways motivate involvement. Barriers include cost and discomfort with networking.<br /><br />The study concludes that industry future depends on mentoring and inspiring rising talent to become the next generation of leaders—one leader at a time.

Keywords

engineering consulting

emerging leaders

leadership motivation

work-life balance

professional associations

mentoring

career growth

diversity and inclusion

flexible work arrangements

networking