The rapidly changing world of work, which is characterized by dynamic and open organiza-tional systems, represents a challenge for the traditional form of leadership. In response to this change, the concept of self-leadership has gained importance as an alternative to traditional hierar-chical leadership. The concept, which was developed over 40 years ago, has been developed in re-search in recent years both at the individual and, above all, at the team level. Teams with a higher degree of decision-making autonomy, known as self-managed teams, are playing an increasingly important role in modern companies and reflect the on-going change in organizational structures. This literature review examines the antecedents, characteristics, processes and outcomes of self-leadership in teams. Antecedents classified as internal and external forces include organizational structures, cultures, information technology, team composition, and external leadership. The re-search looks at the effects of self-leadership on team characteristics and processes, examining task characteristics, interaction processes and team identity. It also examines the outcomes of team self-leadership, providing a nuanced picture with context-dependent effects on performance, creativity, commitment, job satisfaction and team learning. The paper outlines a research agenda and identifies three avuenues for future research: Conflict management in relation to self-leadership, the impact of individuals on team self-leadership, and external factors influencing self-leadership.
