– To investigate whether implementing Belbin’s ideas on team balance and role diversity result in enhanced team performance.
– Compares the performance of teams engaged in a computer-simulated management game, analyzing team composition and individuals’ preferred Belbin roles.
– Teamwork: highly valued by so many organizations – and often so very hard to achieve! As a result, many job specifications state that the role requires “a good team player”. What is harder to find is evidence of whether “good” teams deliver superior performance.
– Observes that team role diversity does not lead to better financial performance. Adds that the Belbin role of the team leader does not appear to predict performance either.
– Points out that awareness of their preferred Belbin team roles can help team members to become aware of their strengths and weaknesses and influence their behavior.
– Provides an empirical evaluation of Belbin’s work in terms of team performance rather than team behavior.
