Leading change collaboratively means cooperating with others to create and guide meaningful change. This leadership style focuses on participation, teamwork, and shared responsibility rather than relying on one person to make all decisions. As Northouse (2021) explains, collaborative leaders engage others in the process, encourage dialogue, build trust, and foster commitment. Such leaders value openness and respect the ideas of the people they work with, cultivating an inclusive environment.

        This kind of leadership also aligns with Kotter’s (2012) model of change, where he highlights the importance of creating a guiding association to support the change process. It shows real change happens more often when there is a strong group effort, not just individual direction. Collaborative leaders recognize people are more likely to support a change when they have a voice in shaping it.

        In the class, we learned how collaboration helps decrease resistance to change. When leaders create a safe and inclusive environment, team members become more involved and motivated. According to Greenleaf (1977), servant leaders emphasize the needs of others and aim to empower their followers. This idea fits closely with collaborative change, as it shifts the focus from control to cooperation and service.

        Overall, leading change collaboratively means working along with others, listening to different perspectives, and building solutions together. It is about trust, respect, and involving others in each step of the journey. This approach not only makes the change process more ethical and respectful but also increases the chances of success and long-term impact (Northouse, 2021; Kotter, 2012; Greenleaf, 1977).

      During our second outdoor group activity at Langley campus, our team was presented with a creative challenge: to search across a large field for hidden cards. Whenever we found two cards, we could return to the starting point and play a physical or mental game. The goal was to collect as many points as possible by finding more cards and successfully completing the related games.

      At first, we were confused about how to approach the challenge. The field was large, time was limited, and we had no clear plan. Then, one team member calmly suggested we should start from the farthest area on the map. His idea was simple but effective. We had more energy at the beginning, the weather was cooler, and we could pick up additional cards on the way back. This strategy made our work more efficient, helping us avoid unnecessary trips and maximizing our success. The team quickly agreed, and this quiet suggestion helped us move forward with clarity.

      Trust was a cornerstone of our ability to lead change. Northouse (2021) notes trust encourages team members to rely on each other, which we cultivated by supporting one another without blame. For example, when tasks demanded physical or mental endurance, we ensured every member felt valued, fostering a sense of shared purpose. This trust enabled us to take initiatives and adapt to evolving challenges, contributing to our first-place achievement.

      Later in the day, we faced the cube-building activity. The materials were heavy, the goal was unclear, and the instructions were vague. Everyone felt uncertain and frustrated at some point. Still, instead of blaming each other or giving up, we relied on trial and error. Every member’s input was welcomed. As Northouse (2021) explains, servant leadership involves empowering others and encouraging collaboration, especially in uncertain environments. Although no one acted as the official leader, the shared responsibility and respect within our group helped us complete the task in the final minutes.

      This experience taught me leadership is not always loud or formal. Sometimes, a quiet suggestion or calm direction can shift a team’s entire performance. As Tiefenbacher (2020) suggests, adaptive teams prioritizing trust and open communication are more likely to succeed in changing environments. Our day in nature confirmed this truth and strengthened our appreciation for collaborative leadership.

      On one occasion when a massive crowd of over 5,000 grew hungry, Jesus challenged His disciples: "You give them something to eat". They doubted. Philip saw the cost as impossible, and Andrew questioned a boy’s small offering (5 loaves, 2 fish). Jesus engaged the team, had disciples organize the crowd and distribute the food, multiplied their offering, blessed the boy’s humble gift, created abundance, and ensured nothing was wasted. Leftover baskets (12, one per disciple) showed God’s provision through their hands (English Standard Version Bible, 2016, Matthew 14:16). This story highlights Jesus invites us to bring what we have, trust His multiplication, and work together to meet needs.

      In Luke 21:1-11 (ESV, 2016), Jesus demonstrates leading change collaboratively by inviting tired fishermen to collaborate and asking them to cast their nets again despite their failed efforts. He worked with their tools and skills, turning their empty nets into a miraculous catch when they obeyed. Later, after his resurrection, Jesus repeated the lesson, guiding them to cast nets on the other side for another overwhelming haul (ESV, 2016, John 21:1-14). Both miracles required teamwork. The disciples hauled the fish together, and Jesus even cooked breakfast with their catch. Jesus transformed fishermen into leaders, not through commands but by partnering with them in their work.

• What are some of the collective leadership strategies people can employ to minimize the problems with change and maximize team participation in the various cultural and organizational contexts?

• How can a leader ensure by the end of a change process, all team members feel they are heard?

• How can the concepts of servant leadership contribute to long-term success of a collaborative change work in personal and professional settings?