This article aims to present some further research findings that explore the relationship between influencing behaviour and team role behaviour.
The research is based upon data collected by the authors during training and development activities that they carried out and/or were involved in.
The main conclusion is specifically related to the revised model of team roles put forward by Manning et al. This was developed in response to perceived limitations in Belbin's original formulation of team role theory. It builds on and develops the idea that there is a significant social dimension to team roles.
The research is based upon data collected by the authors during training and development activities that they carried out and/or were involved in. Information collected comes from a work‐based sample of men and women, at all organizational levels, in a variety of mainly public sector organizations in the UK.
