Empowering leadership in R&D teams has gained increasing popularity as it provides a balance between autonomy and control, encourages member participation and self‐leadership, and benefits creativity and innovation. This research examined the unique influences of two behavior components of empowering leadership: group‐focused empowering leadership and differentiated individual‐focused empowering leadership on R&D team's processes and team effectiveness. Using data from 54 R&D teams, we found that group‐focused empowering leadership is strongly related to intra‐team collaboration, which in turn is positively related to both team innovativeness and performance. Differentiated individual‐focused empowering leadership, however, is positively related to intra‐team competition.