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Title: Individual autonomy in work teams: The role of team autonomy, self-efficacy, and social support
Author(s): Mierlo, H. van; Rutte, C.G. ; Vermunt, J.K.; Kompier, M.A.J. ; Doorewaard, J.A.C.M.
Publication year: 2006
Source: European Journal of Work and Organizational Psychology, vol. 15, iss. 3, (2006), pp. 281-299
Number of Pages: 19 p.
ISSN: 1359-432X
DOI: https://doi.org/10.1080/13594320500412249
Publication type: Article / Letter to editor

Please use this identifier to cite or link to this item : https://hdl.handle.net/2066/45554   https://hdl.handle.net/2066/45554

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Subject: Work, Health and Performance
Organization: SW OZ BSI AO
Organisatieontwikkeling - t/m 2007
Former Organization: Organisatieontwikkeling
Journal title:
European Journal of Work and Organizational Psychology
Volume: vol. 15
Issue: iss. 3
Page start: p. 281
Page end: p. 299
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.

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