Author:
Fisher S.G.,Hunter T.A.,Macrosson W.D.K.
Abstract
Ascertains the preferred team roles of a substantial sample of UK managers using Belbin’s model. Finds that co‐ordinators and resource investigators are present in great numbers, but few completers, monitor evaluators, plants and shapers are encountered. Highlights the significance of this finding for firms seeking to create balanced and, hopefully, optimally‐structured teams. Adduces some evidence for the validity of the Belbin team role construct.
Subject
Organizational Behavior and Human Resource Management,Applied Psychology
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