Often, individual members of project teams must independently tackle challenging (sub)tasks. Therefore, it is particularly promising for each team member to "self-lead" in an appropriate manner. This raises the question of how individual self-leadership should be structured for each team member. Martin Haberstroh examines how effective individual self-leadership can be designed while considering relevant contextual and success variables. To this end, he analyzes the responses from 266 team members and 53 project teams. Among the key findings is that individual team members can enhance the performance of project teams, particularly through the following measures: establishing and promoting a systematic approach in work execution, such as through goal setting and planning, as well as systematic observation of their own work.