Leading autonomous teams: Case: Company X

The objective of the study is to suggest specific leadership actions in order to maximise Team A’s performance. One intention is to study different leadership needs that the team has and investigate what are the key elements that support developing an autonomous team. Another intention is to evaluate the current state of leadership and the areas where leadership should be revised. The theoretical framework is based on relatively new literature, especially on journals. One relevant theoretical framework, focusing on psychological and social sciences, is Ryan & Deci’s self-determination theory (2017). Another valuable source, focusing more on management research, are the team leadership dynamics by Zaccaro, Rittman & Marks (2001). The study was carried out using deductive qualitative research. The study’s approach is single case study with a cross-sectional time horizon. Data were collected through survey. The research philosophy chosen is pragmatic, emphasising practical outcomes. The analytical approach is qualitative. The findings indicated that multiple leadership functions could be developed. The results suggested that the current leadership style is not providing enough guidance to Team A. Additionally, the lack of career development and regular feedback were highlighted as main blockers for efficient team performance. In conclusion, guidelines for leadership are produced. The leadership style should be adopted to a more supportive and coaching one. In order to maximise Team A’s performance, the team leader should implement the guidelines produced