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Belbin’s team role theory: for non‐managers also?

S.G. Fisher (University of Strathclyde, Glasgow, UK)
T.A. Hunter (University of Strathclyde, Glasgow, UK)
W.D.K. Macrosson (University of Strathclyde, Glasgow, UK)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 February 2002

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Abstract

Belbin team role scores derived from the 16PF5 personality questionnaire data were obtained from a sample of volunteers drawn from industrial and local authority organizations. The volunteers, comprising male and female managers and non‐managers, with approximately equal numbers in each of the four possible categories, were set into teams. Approximately half of the 55 teams comprised solely managers, the other half solely non‐managers. The distribution of Belbin team roles over all the teams was not controlled. All teams completed a business game typically used for training managers in team decision making. The distribution of Belbin scores amongst all the volunteers and the results of the business game provided evidence in support of the claim that Belbin’s team role theory can be applied to non‐managerial personnel.

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Citation

Fisher, S.G., Hunter, T.A. and Macrosson, W.D.K. (2002), "Belbin’s team role theory: for non‐managers also?", Journal of Managerial Psychology, Vol. 17 No. 1, pp. 14-20. https://doi.org/10.1108/02683940210415906

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MCB UP Ltd

Copyright © 2002, MCB UP Limited