Considers leading and managing in teams. As teams and teamworking continue to grow in popularity in many organizations, sets out practical help and guidance in an area few managers/team leaders are trained in. Much of the work emanates from research conducted in a variety of organizational settings, ranging from UK manufacturing to primary health-care teams. Cites many of the perceived benefits of teamworking, and identifies pitfalls. Proposes three complementary management approaches to improve the efficiency and effectiveness of teams. Presents managing, coaching and leading as complementary skills in seeking to maximize the outputs from teams.