Finalist

Female Entrepreneurial Leader of the Year Award

Kathryn Cormican

Finalist of the Female Entrepreneurial Leader of the Year Award

National University of Ireland, Galway - Ireland (Republic)

"I think I can, I think I can, I know I can, I know I can: Building self-efficacy in engineering"


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@IdeasLab@NUI Galway
(IdeasLab at the National University of Ireland, Galway)
@STEMnuigalway
(STEM group at the National University of Ireland, Galway)
@nuigalway
(National University of Ireland, Galway)
@LeroCentre
(Irish Software Research Centre)
@KathrynCormican
(Personal account)

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Summary

Imagine trying to rewire a deeply ingrained mindset. My work focuses on a leader’s journey that attempts to enable people to shift away from a typical engineering perspective that focuses on devices and technology towards a more user-centred, entrepreneurial approach. To do this, my team and I collaborate closely with industry leaders and communities to understand real-world challenges and co-create viable solutions that meet users’ needs. This approach demands effective cross-functional collaboration. Researchers and students must work together to optimise individual competencies, cross-fertilise ideas and bridge silos to generate meaningful solutions that work for people. A three-pronged approach is used to build entrepreneurial mindsets and embed this concept.
First, I established the Enterprise Research Centre. This comprises a large multidisciplinary research team that focuses on the design, development and analysis of entrepreneurial systems. I have fostered and enabled the research team to engage in ground-breaking, significant and relevant research and we have delivered many high-impact outputs.
Second, I set up an award-winning MSc programme in Enterprise Systems specifically designed to equip graduates with entrepreneurial skills. The programme adopts a challenge-based approach and our students work with innovators, charities and organisations to design innovative solutions to solve real-world problems. It is informed by our research and provides learners with a structured collaborative process, supported by methods and tools.
Third, I developed innovative modules in the area of Technology Innovation and Entrepreneurship that are integrated and embedded into other MSc programmes thus expanding our reach. They expose graduates to an entrepreneurial philosophy and equip learners with the skills, competencies and self-efficacy required to innovate.

Key People


Dr. Suzana Sampaio, Dr. Vanessa Magalhães, Yaheli Hernandez, Seamus Caulfield, Chandra Dhanapathi, Neda Makrooni, Juan Chen, Sagar Shinde, Philip Large, Sarah Carter, Maebh Coleman, Yuwen Xv, Syam Sreekandan Nair
Research team
Enterprise Research Centre,  National University of Ireland, Galway



Prof. Edward Jones
Head of School
School of Engineering,  National University of Ireland, Galway



Claire Bennett
Administrator
Research Office,  National University of Ireland, Galway



Manon Van Leeuwen
International Project Manager
CEO,  EOLAS



Prof David O‘ Sullivan
Professor
Computer Science,  National University of Ireland, Galway



Prof Eamonn Murphy
Emeritus Professor
Science & Engineering,  University of Limerick



Prof Jim Browne
Emeritus Professor
Former President,  National University of Ireland, Galway


Acknowledgements

My mother Angela Cormican for her ability to encourage, motivate, build self-efficacy, mentor, criticise, acknowledge and reward not just her four entrepreneurial children but also many others.

Images

IMPACT STORY

Impacting lifes

A key and significant part of entrepreneurial leadership is to move beyond the confines of the university and engage with the broader community. Therefore, I work closely with many groups at a National and International level to share knowledge and transfer technologies.
An example is the Creative Thinking for Parents project. The goal of this initiative is to enhance the creative thinking skills of parents of school-age children. Prior studies demonstrate that parents are the most important role models for their children and the best way to foster creative thinking skills is in the home environment. Therefore, by enhancing the creative thinking skills of parents, the confidence, self-efficacy and entrepreneurial skills of their children are developed from an early age. However, teaching parents of children is very challenging.
Therefore, our team developed right-sized, user-friendly, scientifically tested tools that meet the needs of the user. Materials are innovative, engaging and interactive and they comprise texts, activities, games and digital tools. A microlearning learning approach is used, which increases learner engagement and retention. It also allows for intergenerational learning.
This initiative has had a positive effect on parents’ self-confidence and self-efficacy thus empowering them to foster entrepreneurial skills in their children. It increases their knowledge and changes their habits which has a direct impact on their children’s creative potential. It builds entrepreneurial readiness at an early age and helps parents to rapidly leverage innovative and focused entrepreneurial principles easily in their own environment.

LEARNINGS

Lessons learned

First and foremost, I believe that it is essential for all leaders to be credible, trustworthy and authentic. I have learned that these values are essential to nurturing and sustaining long-term working relationships and they have enabled me to build a reputation for excellence in leadership.
Remember that "Knowledge is not intended to fill minds. It is intended to open them". Therefore, I would encourage colleagues to work hard to inspire, motivate and build confidence in the people that work with them. Set challenging expectations and encourage people to achieve extraordinary outcomes. They can and they will.
Over the years, I have realised the importance of empathy in leadership. Many students have had to overcome difficult challenges that life has presented. We don’t know what is happening in other people’s lives. Therefore, I would humbly suggest that you don’t underestimate the importance of listening carefully and being sensitive to individuals’ needs. Work hard to create a supportive, engaging space that enables people to achieve their personal goals. Foster a welcoming and inclusive atmosphere that empowers people’s capacity to take independent and autonomous decisions.
Lead by example - invest the time, energy and effort required to achieve superior results. Be persistent and don’t be afraid of failure. Also, have the confidence to give people the time and space needed to experiment and realise their full potential. Remember, a good gardener doesn’t plant seeds and dig them up every few minutes to see if they have grown….!
Finally, don’t be afraid to speak the unspeakable, have courage and be kind.

FUTURE PLANS

What's coming?

I have learned many lessons over the last 25 years of my career - specifically the importance of continuous improvement, innovation and evolution. I am acutely aware that it is essential to scale and grow our activities and ensure that our work is sustainable and embedded in the University and wider community. Therefore, we have created specific goals for the future which focus on the following:High impact research: This involves generating a platform of research in sustainable management practices for entrepreneurial systems. This programme of work will involve experts from many disciplines and will focus on key challenges that align with the sustainable development goals. We will also leverage the results of this work into all our programmes and modules.
Networks and partnerships: This involves collaborating with international partners who have complementary skills to create new initiatives and generate income for future research projects. It also involves creating synergies with alumni thus enabling them to support our scholarly priorities.
Technology transfer: This involves working on new initiatives to share our scholarly findings with industry and the broader community. It also involves leading a campaign to embed the results of our work in Engineers Ireland our professional body to ensure longevity and sustainability.
Mentor new talent: Share lessons learned with the next generation of learners, researchers and academics to inspire, motivate and build self-efficacy. Create opportunities for people who need it most. Leverage initiatives such as universal design for learning into all our teaching and learning activities.


KEY STATISTICS

€3.5

Income generated

9

Major research projects

9 PhD Researchers 2 Research associates 2 Post-Doctoral fellows

Research team

8 PhD 20 MSc [research only]

Research graduates

137 86 industry based

MSc thesis supervision

1,000+

Graduate students

48 journal papers 84 conference papers 9 book chapters 3 technical papers 7 learning manuals

Publications

h-index = 20 i10-index = 33 2,314 citations

Impact metrics

MSc programme for leadership excellence President’s award for excellence in teaching 3 Best paper awards

Awards

11

International keynote addresses

95

Conference presentations

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