So far in this book we have accepted that Extra-Dependent Teams are formally managed and have explored how the manager can understand, appreciate and develop the team differently as a result. But as I highlighted in Chapter 3, managers aspire to be seen as leaders and they are expected to be leaders by their organisations. But is it possible to lead an Extra-Dependent Team? Is leadership only the stuff of Inter-Dependent Teams? I don’t believe that organisations that require greater productivity and engagement from their staff in order to survive in our increasingly complex world, can afford to tolerate managers that don’t add the sort of value that a high-performing Extra-Dependent Team can offer. They need leaders. Managers, not employees, are often the source of many of the engagement issues that organisations struggle to address. Indeed, I have highlighted many examples already where the actions of managers prevent the development of teams but reinforce their own authoritarian power. Teams should be engaging places where people can feel a sense of belonging, progression and wellbeing. I believe that leadership has a vital part to play in achieving such prosperous environments.