This article looks at leadership in interorganizational peer-led teams: people from different backgrounds and organizations who are at comparable hierarchical levels with the leader. It also looks at the challenges of leading such a group to a new model of thinking in which the traditionally dominant frame is no longer valid. This research, reporting on observations of 118 child and family team meetings in a community children's mental health system of care, looks at the acquisition of power and leadership through team leaders' and members' use of narrative to frame and reframe meaning.
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