Individual autonomy in work teams : the role of team autonomy, self-efficacy, and social support

H. Mierlo, van, C.G. Rutte, J.K. Vermunt, M.A.J. Kompier, J.A.C.M. Doorewaard

Research output: Contribution to journalArticleAcademicpeer-review

50 Citations (Scopus)
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Abstract

Task autonomy is long recognized as a means to improve functioning of individuals and teams. Taking a multilevel approach, we unravelled the constructs of team and individual autonomy and studied the interplay between team autonomy, self-efficacy, and social support in determining individual autonomy of team members. Hierarchical regression results of a survey among 733 members of 76 health care teams showed that individual autonomy was related not only to the level of team autonomy, but also to self-efficacy and social support. Moreover, results suggested that social support moderates the extent to which team autonomy is incorporated into the individual tasks of team members. In highly autonomous teams, individuals experiencing moderate support from co-workers and supervisors reported higher individual autonomy than members experiencing either low or very high support.
Original languageEnglish
Pages (from-to)281-299
Number of pages19
JournalEuropean Journal of Work and Organizational Psychology
Volume15
Issue number3
DOIs
Publication statusPublished - 2006

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