This oral presentation describes a model for collaboration based on the evidence presented in literature and modified based on personal experiences in several transdisciplinary collaborative activities which did not succeed.  All activities involved different organizations, both public and private, of differing size and complexity.  Critical analysis of these attempts shows that the lack of success in each was due to characteristics of the leadership within the organizations.  First, characteristics of each of the components of the collaborative model will be described including individuals, situation, setting including administration, and resources.  Then, critical characteristics of organizational leadership will be discussed in more detail.  Observations of failed leadership have served as the basis for determining these characteristics required of leaders if their collaborative efforts are to be successful.  These include having a willingness to support collaborative activities, willingness to support all disciplines involved, clear recognition of benefits to be obtained by the organization, and most importantly, expertise in negotiation for resolution of major issues such as determining how both monetary and other rewards of collaboration are to be shared among the participants.  Finally, summarization of key points in the model for collaboration will conclude this presentation.