Although team leadership can be enacted in many ways, a team’s formal authority structure shapes how key leadership functions are fulfilled and by whom. We analyze how specific team leadership challenges and opportunities emerge, whether the team itself or managers hold legitimate authority for four critical team functions (Hackman, 2002): (1) executing the team task, (2) monitoring and managing work processes, (3) designing the team and its context, and (4) setting overall direction for the team. It then uses the four resultant team authority structures (manager-led, self-managing, self-designing, self-governing) to synthesize relevant research and identify directions for future research.