This study demonstrates how the application of the Competing Values Framework (CVF) to self-managed teams (SMTs) assist engineering educators to understand how to measure leadership within this context and facilitate an increased awareness of the students in a team, which will consequently increase effectiveness. Specifically, we analyzed data from the Managerial Behavior Instrument, completed by 81 engineering students who participated in self-managed teams for one semester. The instrument measured the use of the four leadership profiles of the Competing Values Framework which then allowed the researcher to determine the presence of high or low behavioral complexity. Behavioral complexity determines the team's ability to utilize multiple leadership roles and subsequent effectiveness. The findings indicate that behavioral complexity does have a significant effect on performance but does not have a significant effect on the attitudes of team members. Overall, teams with high behavioral complexity earned a higher grade on their final team project than teams with low behavioral complexity. This study is significant for engineering education because it provides a theory and framework for understanding leadership in teams. By exploring the relationship between leadership in SMTs and effectiveness, educators and industry can better understand the type of leadership roles necessary for achieving a highly effective team. As a result, instructors can design their teamwork curricula and teamwork training based on the leadership strengths and skills of students which will then prepare students for industry upon graduation.