Engineering managers are managers who have an understanding of both the technical and business world in organizations. Many lead teams of their peers who are purely technical individuals. However, the success of an engineering manager depends on being able to function in both worlds when necessary. There is a stigma that engineers experience challenges in areas such as communication, conflict resolution, and leadership. Due to these challenges, defensive routines are likely to exist. Defensive routines are behaviors that are common in many managers and may hinder the success of an organization. This research uses a case study approach to measure whether defensive routines are more common in engineering managers or non-engineering managers. For this research, 27 managers created case studies based on their unique experiences as managers. These case studies were scored and conclusions determined based on the results. This research uses a scoring method to determine if these defensive routines exist. This research finds that defensive routines are more prevalent in engineering managers than non-engineering managers. The engineering management aspect of the research brings a new perspective to the body of knowledge.
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