Across the spectrum of organizational operations, workplace interactions have proven to be one of the most difficult activities for leaders to manage effectively, especially during any level of change. In these circumstances, leadership strategies consistently fail at an alarming rate. Additionally, employee engagement and team collaboration continue to be among the most elusive concepts for those in leadership to master. This book explores the influence of the informal leader on team member engagement during major change initiative in the organizational paradigm, with a special emphasis on leaders who are new to the team composite.