The present review is an investigation of the ways in which interorganizational networks coordinate their activities for the benefit of all parties. In this context ‘interorganizational networks’ consist of three or more separate, collaborating entities, and the question of their leadership has been well researched in a number of disciplines. Its interest to economic actors is growing. However, the findings of studies that have focused on leadership in such networks are somewhat incoherent. As demonstrated in the present review, this incoherence largely results from the consideration of different forms of network (e.g. hierarchical vs heterarchical), levels of analysis (e.g. organizational vs network), and terms used to describe the phenomena (e.g. governance or orchestration, quite apart from leadership). Against this background, the present review contributes to the body of knowledge on this topic in two main areas. First, the literature is reviewed in order to provide an overview of the key characteristics of forms of network and levels of analysis. Moreover, the view that leadership in such networks influences all members in order to ‘make things happen’ is suggested. Secondly, future avenues of research are identified in order to stimulate progress in this important area of study.