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.

Vivien Martin is Head of the Centre for Collaborative Programmes in University College Chichester. She contributed to development of the NHSU and has held posts in the Open University and in the NHS. Her previous publications include Leading Change in Health and Social Care, Managing Projects in Health and Social Care and Managing in Health and Social Care (co-authored with Euan Henderson), all published by Routledge. Anita Rogers is an educator in human resource development, leadership and management. She is a lecturer at the Open University, School of Health and Social Welfare, and co-ordinator of management skills development for Master's level students at the University of Wales, Aberystwyth. She is also a non-executive board member for the Ceredigion and Mid Wales NHS trust.

Part 1 Introduction 1 Leading interprofessional teams in health and social care Part 2 Case Studies 2 Virtual Multidisciplinary Team 3 Assertive Outreach Mental Health Team 4 Outpatients Referral Team 5 Cancer Collaborative Network 6 Reablement for Homecare Team Part 3 Theory and Practice 7 Theory and practice in experience of change 8 A framework for understanding leadership 9 Theory and practice in teamworking 10 Reflections and conclusions