Leadership is an elusive concept. Key authors cannot agree on the characteristics of leaders, but all agree that leadership is about relationships and evolves over time. For example, Rost and Barker (2000, p. 3) state that 'leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect a shared purpose'. Meanwhile, Landsdale (2002, p. 56) suggests that 'effective leaders enable people to move in the same direction, toward the same destinations, at the same speed, but not because they have been forced to, but because they want to'. This raises the question of how we get people to want to go in the same direction and at the same pace. In the health services this is particularly challenging because of the multidisciplinary nature of the key stakeholders. It requires appropriate leadership of interprofessional teams. The increased complexity of patient needs has driven the necessity of interprofessional teamwork in health services (Bridges, Davidson, Odegard, Maki & Tomkowiak, 2011). Consequently, the importance of such teams within a health context is increasingly being accepted (Bajnok, Puddester, MacDonald, Archibald & Kuhl, 2012). While working in interprofessional teams is challenging, it also has benefits. Healthcare professionals working in interprofessional teams have reported that the system produces greater patient satisfaction and outcomes, reduced healthcare costs and improved job satisfaction (Baggs & Schmitt, 1997; Clarke & Hassmiller, 2013; Hendel, Fish & Berger, 2007; Zwarenstein, Reeves & Perrier, 2005). This chapter stresses the importance of leading interprofessional teams and presents some suggestions for how collaborative teams can work together effectively to achieve common goals. By the end of this chapter, students will have an understanding of the place that interprofessional teams have in healthcare organisations today, as well as the benefits and challenges of such a collaborative approach to healthcare.