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DYNAMICS OF INFLUENCING YOUR COLLABORATORS

DYNAMICS OF INFLUENCING YOUR COLLABORATORS

In the just previous essay I pointed out the three major right attitudes the leader must have in his or her bid to influence the collaborators, which are: he or she must always come up with superior argument, be grounded in wisdom and knowledge, and be proactive in proffering solutions that make problems go away. However, today, I am going to be discussing the dynamics of influencing the collaborators and the point of influence associated with them in the progressive transformation of the cycle of leadership.

In the cycle of leadership, the leader is given a goal to transform followers who got attracted to them by the leadership vision into becoming disciples who by a series of teaching learning of the principles that make for good leadership are transformed into collaborators who have eventually discovered their leadership purpose and are willing to either sustain the work being done by the leader or are launched out as leaders in order to begin a new cycle of leadership so that others can be partakers of their transformation. But if the leader does succeed by doing a thorough work on the disciples for them to transit into collaborators, he or she may find even more difficult to deal with them.

The collaborators are to discover their authentic leadership purpose, which marks them out. But when the leader fails to help them discover this authentic purpose, they are left with no choice than to synthesize leadership purposes that portray them as malignant to the polity of the entire leadership process. Here is the deal; poor discipleship work will inadvertently transform disciples into collaborators with synthetic leadership purpose, which always works in tangent to the overall purpose of the leadership. This is the genesis of rebellion in leadership, which every leader must endeavor never to be allowed.

Collaborators are naturally drifted to the whims and caprices of the leader with the capacity to help them discover purpose in a clear and concrete form. Show me a leader who is driven by helping his or her collaborators to discover their voices and I will show you a crop of collaborators who are loyal to that leader even to their own detriment. But the irony here is that the African culture seems to express the norm that validates harboring perpetual followers, and those leaders who are inclined to such will often find it impossible to help their collaborators discover their leadership purpose.

In the next essay, I shall explain the last stage of the leadership cycle, which is the leader in the liminal phase.

Elvis C. Umez
Leadership Consultant
School of Leadership Development (SOLD)
IDB Consult

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