Self-Directed Work Teams (SDWT) are strategic organization designs based on the belief that the time required to make good decisions decreases when employees are empowered to tap their tacit job knowledge. Because this strategy requires employees to think differently about the way they perform their jobs, the supervisor plays a critical role in SDWT implementations. If leaders fail to adequately manage the challenges associated with the transition to the SDWT structure, employee commitment towards the team and organization at large may suffer, putting the realization of SDWT benefits at risk. To better understand this complicated process, this research describes a field study observation designed to explore the relationship between the constructs of Self-Determination Theory (autonomy, competence, relatedness) with employee affective commitment towards a SDWT transition. Additionally, this research evaluates the mediating role leadership influence tactics has on the relationship between Self-Determination Theory and employee affective commitment towards a SDWT transition
