Agile Information Systems Development (ISD) principles emphasize self-organizing teams and empowered individuals in order to build more effective architecture and design. Agile ISD puts a higher emphasis of social interactions and human aspects of software development, and self-organizing teams act as enablers of these human aspects. In agile ISD teams, members have high autonomy over choosing their tasks and the way they perform the tasks. Team members benefit from the collective decision making and shared ownership of the project. However, in the agile ISD literature the terms “self-organization”, “autonomy” and “empowerment” are using interchangeably and without clear and specific definition. Adapting an interpretive case study design in a leading enterprise software company, this research-in-progress differentiates “self-organization”, and “empowerment” and uses the team-level four-dimensional conceptualization of team psychological empowerment by Kirkman and Rosen (1999) (potency, meaningfulness, autonomy and impact), to study whether self-organization indicates empowerment in agile ISD teams.