Major Japanese companies have increasingly demanded that employees work autonomously. However, while some individuals desire to do so, others remain skeptical of their organization's expectation for their being autonomous. One reason for this divergence lies in the multifaceted nature of autonomy within organizations. Autonomy in organizations can be broadly categorized into two types: "proactive behavior," where individuals set their own tasks, and "self-directed task performance," where individuals take initiative in executing assigned tasks. This study focused on these two distinct types of autonomy. Based on the Theory of Planned Behavior (Ajzen, 1991), I examined how an individual's attitudes towards a particular behavior, as well as their perception of their colleagues' attitudes towards that behavior, influence their own behavior. Through an online survey, 2,130 office workers in Japan yielded responses. Respondents were asked to report their own attitudes toward setting tasks themselves and toward deferring task setting to the organization, and perception of their colleagues' attitudes toward these two-types of task-setting. I measured self-directed behavior as the outcome variable, which is expected to increase with positive attitudes, regardless of who sets the tasks. Structural Equation Modelling (SEM) was used to analyse the data. The results showed that one's own attitude with self-set tasks strongly related to self-directed behavior, while the influence of corresponding colleague attitudes was significant, but small. Conversely, for organization-set tasks, both one's own attitude and the perceived colleague attitudes promoted self-directed behavior. The study demonstrated that the extent to which perceived norms influence behavior varies depending on the feature of the behavior, either proactive or self-directed. Practical implication is that individual-level approaches are effective for encouraging proactive behavior, while organization-level approaches are more effective for promoting self-directed task performance.