Control and Belbin’s team roles

Fisher, Stephen; Macrosson, W. D. K.; Semple, John H.

doi:10.1108/eum0000000005940

Cited by 14 publications

(9 citation statements)

References 21 publications

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“…These related to a potential gender bias of the instrument (Anderson and Sleap, 2004), to the prediction of team performance (Jackson, 2002; Partington and Harris, 1999), to associations between team roles and a physiological measure of brain dominance (Sommerville and Dalziel, 1998) and to relationships with the Team Management System role model (Rushmer, 1996). Eighteen studies have reported positive evidence including team roles in relation to management styles (Lessem and Baruch, 2000), to team performance (Aritzeta and Ayestaran, 2003; Senior, 1998), to cognitive styles (Aritzeta et al., 2005b) and to the exercise of power and control (Fisher et al., 2001b). A summary of empirical studies is now provided.…”

Section: The Team Role Modelmentioning

confidence: 99%

“…Other studies using the 16PF showed evidence supporting the construct validity of the team role model. For example, Fisher et al (2001b) analysed whether control and power operated in Belbin's team roles and found that Co-ordinator, Resource Investigator and Shaper expressed higher levels of control or tried to exert control over others rather than accepting control from them. Moreover, Macrosson and Hemphill (2001) argued that some of the definitions of team roles could be hiding Machiavellian behaviour.…”

Section: Studiesmentioning

confidence: 99%

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Belbin's Team Role Model: Development, Validity and Applications for Team Building*

Aritzeta

Swailes

Senior

2007

J Management Studies

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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. Copyright Blackwell Publishing Ltd 2007.

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Section: The Team Role Modelmentioning

confidence: 99%

Section: Studiesmentioning

confidence: 99%

Belbin's Team Role Model: Development, Validity and Applications for Team Building*

Aritzeta

Swailes

Senior

2007

J Management Studies

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“…The manual of the test (Schutz, 1988) reports numerous concurrent validity studies, but relatively few construct validity studies. Various reviewers have sought to discover the concurrent validity or overlap between the FIRO‐B and other measures like field dependence (McRae & Young, 1990), adaptive‐innovative cognitive style (Tullett & Davies, 1999) and team role preferences (Fisher, Macrosson, & Semple, 2001). However, this research effort has been piecemeal and non‐systematic.…”

Section: Introductionmentioning

confidence: 99%

Psychometric Correlates of FIRO‐B Scores: Locating the FIRO‐B scores in personality factor space

Furnham

2008

Int J Selection Assessment

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This paper investigated the relationship between the six Fundamental InterpersonalRelations Orientation (FIRO)-B scales, the Big Five Personality traits assessed by the NEO PI-R, the Hogan Development Survey (HDS) and two measures of cognitive ability (Watson Glaser; Graduate and Managerial Assessment). It examined the concurrent and construct validity of the measure in various adult groups attending assessment centres in order to locate the FIRO-B dimensions in established personality factor space. The FIRO-B was consistently correlated with Extraversion, though analysis at the primary factor (facet) level showed many traits from all five factors were strongly correlated with the six FIRO-B scores. Regressing the six FIRO-B facets onto each of the Big Five in turn showed all were significant particularly for Expressed Inclusion and Wanted Control. The second study also showed considerable and logical overlap between the six FIRO-B scales and the 11 dysfunctional personality strategies as measured by the HDS. There were also strong correlational patterns for the Cautious, Reserved, Colourful and Dutiful type disorders. The third study showed the FIRO-B was statistically associated with both cognitive ability tests though it only accounted for small percentages of the explained variance. Expressed Control was the most consistently correlated of the intelligence test scores. Despite the fact that many explicable associations were found between the FIRO-B and other measure the effect sizes were not large. Thus only 4% of the trait facet scores and 4.5% of the HDS showed medium effect sizes. Results are discussed in terms of the usefulness and possible discriminant validity of the instrument for use in selection and assessment.

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“…Research on the relationship between team roles and cognitive styles (Fisher, Macrosson, & Wong, 1998) has shown that team role preference is related to the way in which team members approach problem solving in groups. Similarly, team role preferences have been shown to be differentially related to the level of control accepted by individuals while interacting with other team members (Fisher, Macrosson, & Semple, 2001). Accepting attempts at control is indicative of high concem for the achievements and results of others.…”

mentioning

confidence: 99%

Team Role Preference and Conflict Management Styles

Aritzeta

Ayestarán

Swailes

2005

International Journal of Conflict Management

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In the context of the widespread and extensive use of team work in organizations this study analyses the relationship between individual team role preference and styles of managing interpersonal conflict. Data were collected from 26 work teams containing 169 individuals at two times four months apart. Results show that team role preference is related to Dominating. Integrating. Avoiding. Compromising and Obliging conflict management styles. Moreover, two different effects were observed over time. Firstly, at Time 2 an increase in the role clarity (reduction of role ambiguity) of team members was observed. Secondly, time pressure and team leaming processes moderated the relationship between team roles and conflict managing style. Results have theoretical as well as practical implications for team building programmes in search of integrative solutions to conflict.

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Control and Belbin’s team roles

Cited by 14 publications

References 21 publications

Belbin's Team Role Model: Development, Validity and Applications for Team Building*

Belbin's Team Role Model: Development, Validity and Applications for Team Building*

Psychometric Correlates of FIRO‐B Scores: Locating the FIRO‐B scores in personality factor space

Team Role Preference and Conflict Management Styles

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