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ENDNOTES
-------------------------------------------------1-Chuck Palahniuk, Fight Club (New
York: WW Norton, 1995), 143.
2-Ezekiel 37:1-14.
3-BrainyQuote. Website: http://www.
brainyquote.com/quotes/authors/n/nelson_mandela.html. October 10, 2016.
4-Pierre Hadot, What Is Ancient Philosophy? Trans. Michael Chase (Cambridge,
MA: Harvard University Press, 2002), 3.
5-Rick, Executive MBA Program, Organization Theory and Design, Unit 08,
last week of the course, University of
Guelph, Summer-Fall 2016.
6-Dan Ariely, Predictably Irrational: The
Hidden Forces That Shape Our Decisions
(New York: Harper, 2009), 84. I am thankful to my MBA student, Pierre Hespanha,
for mentioning this title. Executive MBA
program, University of Guelph, course,
Organization Theory and Design,
Summer-Fall 2016.
7-In its 2013 State of the Global Workplace, Gallup reports, Currently, 13% of
employees across 142 countries worldwide are engaged in their jobsthat is,
they are emotionally invested in and focused on creating value for their organizations every day, 6. In this same 2013
Report, it states that in the United States,
30 percent are engaged, 52 percent
not engaged, and 18 percent actively
disengaged. In Canada, 16 percent are
engaged, 70 percent not engaged, and
14 percent actively disengaged. States
Gallup: ... employees in Canada are
about half as likely as those in the U.S.
to be fully engaged at work16 percent
vs. 30 percent, respectively. However, a
strong majority (70 percent) of Canadian
employees are simply not engaged, with
46
Pillar I VISIONING asks us, What is our leadership direction? The Book of Proverbs says in the bluntest terms possible, Without vision, the people perish
(29:18). The starting point for vision has been artfully
described by Dr. Jean Vanier: Leadership is always dependent on the context, but the context is established by
the relationships we value.11
Pillar II MAPPING asks us, What are the challenges we
are facing and need to overcome? Facing issues and challenges is beautifully, and yet realistically, pictured in novelist James Micheners book, Hawaii: King Tamatoa realized
that there came a time on any voyage when a man and his
canoe had to trust the gods and to run forward, satisfied
that the sails had been well set and the course adhered to
whenever possible; but when all precautions failed to disclose known marks, it was obligatory to ride the storm.12
Pillar III JOURNEYING asks us, What leadership navigational steps do we need to embrace? Facing
this question calls for resilience. What is needed here
is the competency for leaders to navigate and model a
Leadership Value Path. For many, this will mean taking
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