Tema Roles

Abstract:

This paper brings together research into and using the team role model developed by Belbin (1981, 1993a) in an attempt to provide an exhaustive assessment of construct validity in light of the conflicting evidence so far produced. Role theory is used to contextualize the origins of the model. The psychometric properties of the Team Role Self-Perception Inventory used to assess a person's likely behaviour in a team are examined along with 43 empirical studies that have tested theoretical associations between team roles and other cognitive or behavioural traits. While the evidence is mixed, we conclude that, on balance, the model and its accompanying Inventory have adequate convergent validity. However, strong associations between some team roles are observed, indicating weak discriminant validity among some scales in the Inventory. Through its coverage of important areas of teamworking, the paper contributes to the practitioner and research communities by providing fresh insights into aspects of teamworking and by suggesting new research agendas.

Belbin's Role Model-- a relatively new model that appears to be popular partly due to its emphasis on the development of work related roles

• Introduction to the Belbin Model--

• Nine team roles-- nice table with definition, strengths, & suggestions

• Team roles-- phrases typically used, strengths & weaknesses of each

• The concept of team roles-- explanation of roles from Belbin perspective

Bales Role Model-- one of the first approaches to describing roles in groups

• Roles played in a group-- task, social, and dysfunctional

• Expansion of Bales model--

Jungian Models-- better for describing style and behavior, but it's useful in thinking of roles too

• MTR-i Roles & Table-- correspondence of roles to types

• MTR-i Team roles-- comparison of this approach and Belbin's

Other Models-- just some samples

• 28 behavioral roles-- brief descriptions, but you can see how varied this behavioral approach can be

• Team roles and team building-- a research paper using Belbin's work

• Circumplex model from Team Management Systems--

• Teamwork Preferences Model-- another assessment

Effective team working has become a basic concern for most organizations. While many factors influence a team’s performance, considerable attention has been given to the influence of team member diversity in terms of roles played in a team. The team role model made popular by Meredith Belbin in relation to management teams (Belbin, 1981, 1993a) and available commercially through Belbin Associates (1988) is widely used in practice and has featured extensively in research on teams at work. The model is used by many organizations including FTSE-100 companies, multinational agencies, government bodies and consultants and has been translated into 16 languages.

Among the studies that have been published in relation to the model, some have been critical of the psychometric properties of the instruments used to measure team roles (Furnham, Steele, and Pendleton, 1993a, 1993b; Broucek and Randell, 1996) although others have been more supportive (Swailes and McIntyre-Bhatty, 2002, 2003). There is also conflicting evidence regarding the theoretical correlates of team roles with other important areas of teamworking such as cognitive styles (Aritzeta, Senior and Swailes, 2005; Fisher, Macrosson and Wong, 1998) or personality traits (Dulewicz, 1995; Fisher, Hunter, and Macrosson, 2001). Thus there is a need to bring together and contrast the evidence, and specifically to contrast psychometric evidence and empirical evidence in order to offer a definitive assessment of the theoretical and empirical foundations of Belbin’s team role model.

In every business you go to there are team , each team has a roles. Roles are excepted behaviors for a given position. A role theory explains how social expectations influence employee behavior. In every team roles there consist of role episodes, in each role episode these is a role slender as well as a focal person. A role slender basically: Perceives organizational/group requirements Comparative evaluation of: 1.Role expectations for focal person 2.Also focal person’s behavior. A focal person: Perceives role expectations.