In today’s complex and fast-paced organisational environments, fostering motivated employees is essential for sustaining success. While we consider autonomy a central motivator in projects, increased autonomy is also a characteristic of agile project teams. This creates the paradox of being able to act autonomously in one's area of responsibility while at the same time interacting closely with team members to achieve a joint outcome. This paper investigates the experienced autonomy of individuals in agile project teams. Through an integrative literature review, it presents nuanced definitions of autonomy and applies a paradox lens to uncover tensions between individual autonomy while being part of an agile project team. A key conceptual contribution of this study is the development of a model for experienced autonomy in agile teams. The model identifies three dimensions critical to supporting autonomy: autonomy to learn, autonomy to share, and autonomy to create. Positive dynamics are fostered through virtuous cycles at the individual, team and organisational levels in a context that promotes autonomy. By focusing on the importance of experienced autonomy as a motivator for individuals in agile teams, this paper has implications for practice in creating a workplace where autonomy is positive and nurturing. The validation of the model will be the subject of further research.
