This study described the symbiotic relationship between shared leadership, organizational improvisation, and symbolic interactionism in generating improvisational leadership vis a vis the complex problem-solving experiences of a high-functioning federal government interdisciplinary team. The study had a dual goal orientation: (a) to describe members' experiences of complex problem-solving; and (b) to describe how members shared leadership during these experiences. The grand tour question for this study was: What is the nature of improvisational leadership via the complex problem-solving experiences of a high-functioning federal government interdisciplinary team? The purpose of this study was to describe the nature of improvisational leadership in the complex problem-solving experiences of a high-functioning federal government interdisciplinary team. This study observed that by virtue of their interdisciplinary-interdependent expertise, members were perpetually engaged in interactive knowledge exchange. The research revealed that the medium for these exchanges was polylogue or concurrent, multidirectional, ongoing conversations among the members. The study determined that through this level of discourse and interactivity in real-time, the foci remained on the situation specific needs and in turn placed the needed expertise in the leadership position/role. The study was designed to broaden understanding concerning the nature of improvisational leadership via the complex problem-solving experiences of a high-functioning federal government interdisciplinary team through describing leadership as an emergent consequence of the needs of the moment, the actions and interactions among members, and the available material, cognitive, affective, and social resources brought to bear in process.