The purpose of this research was to examine the mediating roles of job autonomy and the quality of the leader-member relationship to explain the impact of organizational support on team performance. A total of 228 cases collected from Korean business organizations were used for data analysis. Hierarchical multiple regression, Type 1 SS-based general linear modeling, and structural equation modeling were used for analyses. All results were compared to examine the magnitude of the interactions of two mediating variables--"job autonomy" and "leader-member relation quality"--to predict the influence of organizational support on team performance. Results include (1) two mediating variables played partial mediating roles; (2) between the mediating variables, leader-member relations maximized the magnitude of job autonomy; (3) organizational support was the commanding predictor for team performance, while it was found to be a statistically nonsignificant factor, which did not directly influence team performance. Conclusions are described, followed by limitations and future research recommendations. (Contains 2 figures and 5 tables.)