Belbinís Team Role Theory
Source: West M (1994) Effective Teamwork; The
British Psychology Society
Based on research with over 200 teams conducting management business
games at the Administrative Staff College, Henley, in the UK, Belbin
identified nine team types. Almost always people have a mix of roles and
will have dominant and sub-dominant roles.
|The co-ordinator is a person-oriented
leader. This person is trusting, accepting, dominant and is
committed to team goals and objectives. The co-ordinator is a
positive thinker who approves of goal attainment, struggle and
effort in others. The co-ordinator is someone tolerant enough always
to listen to others, but strong enough to reject their advice.
||The co-ordinator may not stand out in a
team and usually does not have a sharp intellect.
|The shaper is a task-focused leader who
abounds in nervous energy, who has a high motivation to achieve and
for whom winning is the name of the game. The shaper is committed to
achieving ends and will Ďshapeí others into achieving the aims
of the team.
||He or she will challenge, argue or
disagree and will display aggression in the pursuit of goal
achievement. Two or three shapers in a group, according to Belbin,
can lead to conflict, aggravation and in-fighting.
|The plant is a specialist idea maker
characterised by high IQ and introversion while also being dominant
and original. The plant tends to take radical approaches to team
functioning and problems. Plants are more concerned with major
issues than with details.
||Weaknesses are a tendency to disregard
practical details and argumentativeness.
|The resource investigator is the
executive who is never in his room, and if he is, he is on the
telephone. The resource investigator is someone who explores
opportunities and develops contacts. Resource investigators are good
negotiators who probe others for information and support and pick up
otherís ideas and develop them. They are characterised by
sociability and enthusiasm and are good at liaison work and
exploring resources outside the group.
||Weaknesses are a tendency to lose
interest after initial fascination with an idea, and they are not
usually the source of original ideas.
|Implementers are aware of external
obligations and are disciplined, conscientious and have a good
self-image. They tend to be tough-minded and practical, trusting and
tolerant, respecting established traditions. They are characterised
by low anxiety and tend to work for the team in a practical,
realistic way. Implementers figure prominently in positions of
responsibility in larger organisations. They tend to do the jobs
that others do not want to do and do them well: for example,
||Implementers are conservative, inflexible
and slow to respond to new possibilities.
|According to the model, this is a
judicious, prudent, intelligent person with a low need to achieve.
Monitor evaluators contribute particularly at times of crucial
decision making because they are capable of evaluating competing
proposals. The monitor evaluator is not deflected by emotional
arguments, is serious minded, tends to be slow in coming to a
decision because of a need to think things over and takes pride in
never being wrong.
||Weaknesses are that they may appear dry
and boring or even over-critical. They are not good at inspiring
others. Those in high level appointments are often monitor
|Team workers make helpful interventions
to avert potential friction and enable difficult characters within
the team to use their skills to positive ends. They tend to keep
team spirit up and allow other members to contribute effectively.
Their diplomatic skills together with their sense of humour are
assets to a team. They tend to have skills in listening, coping with
awkward people and to be sociable. sensitive and people oriented.
||They tend to be indecisive in moments of
crisis and reluctant to do things that might hurt others.
|The completer finisher dots the iís and
crosses the tís. He or she gives attention to detail, aims to
complete and to do so thoroughly. They make steady effort and are
consistent in their work. They are not so interested in the glamour
of spectacular success.
||Weaknesses, according to Belbin, are that
they tend to be over anxious and have difficulty letting go and
|The specialist provides knowledge and
technical skills which are in rare supply within the team. They are
often highly introverted and anxious and tend to be self-starting,
dedicated and committed.
||Their weaknesses are single-mindedness
and a lack of interest in other peoplesí subjects