Putting the Team in the Driver’s Seat: A Meta-Analysis on Team Autonomy and Team Effectiveness

Abstract

Autonomy is a ubiquitous team design feature, as it is purported to relate positively to team effectiveness. However, the theoretical link between team autonomy and team effectiveness is not well understood, and previous studies have found inconsistent relationships between team autonomy and various indicators of team effectiveness. To resolve the incomplete understanding of the effects of team autonomy and illuminate the “black box” by which it affects team effectiveness, we drew from the input-mediator-outcome framework to investigate task- and relationship-focused team functioning as mediators, while also testing the moderating effects of task interdependence, task complexity, and the autonomy measurement’s referent. We also expanded the construct of team effectiveness beyond team performance to include behavioral and attitudinal team effectiveness outcomes. Our meta-analyses, based on 291 effect sizes from 58 studies conducted on 4,130 teams, revealed significant positive effects of team autonomy on team effectiveness and task- and relationship-focused team functioning. We found significant indirect effects of team autonomy on team effectiveness via both task-focused team functioning and relationship-focused team functioning. Task interdependence strengthened the relationship between team autonomy and team effectiveness, whereas task complexity weakened the relationship between team autonomy and task-focused functioning. Team autonomy was also shown to relate differentially to the effectiveness outcomes, and its relationship to team functioning was strongly influenced by the autonomy measurement’s referent.