The move to multidisciplinary teams in primary care and the emphasis on joined-up working across the human services make it increasingly necessary for health and social care professionals to take on a variety of leadership roles in teams made up of people from different professional backgrounds. This sort of leadership requires different skills from those required when working in the context of a single profession familiar to every member of the team. In "Leading Interprofessional Teams in Health and Social Care," the authors use detailed case-studies to explore these skills. Nurses, social workers and other health and social care professionals, specialists and managers are included in the case-studies to demonstrate how leadership and teamwork roles can be taken in different ways and in different circumstances. The final section of the book presents an analysis of the case studies to draw out the key issues and discusses how readers might develop themselves to be successful leaders and team members in these diverse settings.