Also known as Civil Engineering Manager, Electrical Engineering Manager, Engineering Director, Engineering Group Manager, Engineering Program Manager, Mechanical Engineering Manager, Process Engineering Manager, Project Engineering Manager, Project Manager
Also known as Civil Engineering Manager, Electrical Engineering Manager, Engineering Director
Engineering Directors plan, direct, or coordinate activities in such fields as architecture and engineering or research and development in these fields.
Engineering Directors are often responsible for overseeing or executing some or all of the following tasks:
The above responsibilities are specific to Engineering Directors. More generally, Engineering Directors are involved in several broader types of activities:
The median salary for an Engineering Director is $149,530, and the average salary is $158,100. Both the median and average roughly describe the middle of the Engineering Director salary range, but the average is more easily affected by extremely high or low salaries.
Many Engineering Directors earn significantly more or less than the average, due to several factors. About 10% of Engineering Directors earn less than $95,310 per year, 25% earn less than $119,310, 75% earn less than $185,270, and 90% earn more than $208,000.
Between the years of 2020 and 2030, the number of Engineering Directors is expected to change by 4.1%, and there should be roughly 14,700 open positions for Engineering Directors every year.
Career interests describe a person's preferences for different types of working environments and activities. When a person's interest match the demands of an occupation, people are usually more engaged and satisfied in that role.
Compared to most occupations, those who work as an Engineering Director are usually higher in their Enterprising, Realistic, and Investigative interests.
Engineering Directors typically have very strong Enterprising interests. Enterprising occupations frequently involve starting up and carrying out projects. These occupations can involve leading people and making many decisions. Sometimes they require risk taking and often deal with business.
Also, Engineering Directors typically have moderate Realistic interests. Realistic occupations frequently involve work activities that include practical, hands-on problems and solutions. They often deal with plants, animals, and real-world materials like wood, tools, and machinery. Many of the occupations require working outside, and do not involve a lot of paperwork or working closely with others.
Lastly, Engineering Directors typically have moderate Investigative interests. Investigative occupations frequently involve working with ideas, and require an extensive amount of thinking. These occupations can involve searching for facts and figuring out problems mentally.
Engineering Directors typically have moderate Conventional interests. Conventional occupations frequently involve following set procedures and routines. These occupations can include working with data and details more than with ideas. Usually there is a clear line of authority to follow.
People differ in their values, or what is most important to them for building job satisfaction and fulfillment.
Compared to most people, those working as an Engineering Director tend to value Achievement, Working Conditions, and Independence.
Most importantly, Engineering Directors very strongly value Achievement. Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment.
Second, Engineering Directors very strongly value Working Conditions. Occupations that satisfy this work value offer job security and good working conditions.
Lastly, Engineering Directors very strongly value Independence. Occupations that satisfy this work value allow employees to work on their own and make decisions.
Each occupation brings its own set of psychological demands, which describe the characteristics necessary to perform the job well.
In order to perform their job successfully, people who work as Engineering Directors must consistently demonstrate qualities such as analytical thinking, integrity, and dependability.
Below, you'll find a list of qualities typically required of Engineering Directors, ranked by importance:
Many Engineering Directors have earned a graduate degree. For example, they may require a master's degree, and some require a doctoral degree, such as a Ph.D., M.D., or J.D..
Engineering Directors may need some on-the-job training, but most candidates will already have the required skills, knowledge, work-related experience, and/or training.
Engineering Directors may benefit from understanding of specialized subject areas, such as design, engineering and technology, or mathematics knowledge.
The list below shows several areas in which most Engineering Directors might want to build proficiency, ranked by importance.
Engineering Directors must develop a particular set of abilities to perform their job well. Abilities are individual capacities that influence a person's information processing, sensory perception, motor coordination, and physical strength or endurance. Individuals may naturally have certain abilities without explicit training, but most abilities can be sharpened somewhat through practice.
For example, Engineering Directors need abilities such as written comprehension, oral comprehension, and oral expression in order to perform their job at a high level. The list below shows several important abilities for Engineering Directors, ranked by their relative importance.
Skills are developed capacities that enable people to function effectively in real-world settings. Unlike abilities, skills are typically easier to build through practice and experience. Skills influence effectiveness in areas such as learning, working with others, design, troubleshooting, and more.
Engineering Directors frequently use skills like reading comprehension, active listening, and writing to perform their job effectively. The list below shows several critical skills for Engineering Directors, ranked by their relative importance.
The information provided on this page is adapted from data and descriptions published by the U.S. Department of Labor, Employment and Training Administration under the CC BY 4.0 license. TraitLab has modified some information for ease of use and reading, and the U.S. Department of Labor, Employment, and Training Administration has not approved, endorsed, or tested these modifications.
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