Engaging by releasing: an investigation of the consequences of team autonomy on work engagement

Abstract

Purpose

Team autonomy involves empowering employees to achieve greater control over organizational dynamics. Such empowerment may augment the employees’ vigor, dedication and absorption at work. However, there is limited evidence on the contents of the relationship between team autonomy and work engagement. This paper aims to fill in this gap, shedding light into the manifold implications of team autonomy on employees’ work engagement.

Design/methodology/approach

A serial mediation analysis was designed to collect evidence of the effects of team autonomy on work engagement. Drawing on self-determination theory, social comparison theory and social facilitation theory, team member-supervisor exchanges and organizational climate were contemplated in the analysis as mediating variables. An ordinary least square regression-based model relying on 5,000 bootstrap samples was implemented. The study focused on a large sample of Europeans employed in the manufacturing sector (n = 4,588).

Findings

Team autonomy had tiny, but statistically significant effects on work engagement. Good relationships between team members and supervisors positively mediated the effects of team autonomy on work engagement. Conversely, the organizational climate did not have a significant mediating role. A statistically significant serial mediation effect linked team autonomy and work engagement via team member-supervisor exchanges and organizational climate.

Practical implications

Team autonomy contributes to increasing the employees’ vigor, dedication and absorption at work. The enhancement of team member-supervisor relationships fosters the engagement of team members who experience a greater autonomy at work. The effects of team autonomy on organizational climate are ambiguous and mediated by an improvement of the relationships between team members and supervisors.

Originality/value

The paper originally investigates the implications of team autonomy on work engagement, emphasizing the importance of social exchanges at work to realize the full potential of team autonomy.

Citation

Palumbo, R. (2021), "Engaging by releasing: an investigation of the consequences of team autonomy on work engagement", Team Performance Management, Vol. 27 No. 5/6, pp. 425-445. https://doi.org/10.1108/TPM-03-2021-0021