Journal articles: 'Belbin team roles'

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Macrosson, W. D. K., and D. J. Hemphill. "Machiavellianism in Belbin team roles." Journal of Managerial Psychology 16, no. 5 (August 2001): 355–64. http://dx.doi.org/10.1108/eum0000000005524.

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Bednár, Richard, and Ivana Ljudvigová. "Belbin team roles in a start-up team." SHS Web of Conferences 83 (2020): 01002. http://dx.doi.org/10.1051/shsconf/20208301002.

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Leadership in start-ups has its specific features, which are connected to a high uncertainty, moving of current boundaries, outstanding adaptability and perseverance of the founder. The main goal of this research paper was to identify the role of founders in successful start-ups. The purpose of this research is to determine whether there are certain common characteristics of successful entrepreneurs- start-up founders. In our analysis, we used the questionnaire- Belbin Full Individual Report. This questionnaire analyses and compares self-evaluation of an examined individual with 360-degree analysis of four members of his team. As a successful start-up we defined a company which fulfilled all of the following conditions: creates a unique scalable product/service, exists on the market 4 to 6 years and is achieving revenues in the amount of the third quartile (Q3) in its industry. To make the analysis comparable, analysed figures are only men. In our research we analysed nine founders and CEOs of start-ups base on a 360-degree evaluation- self-evaluation and evaluation of four members of the team. To view cumulative results, we have used the function boxplot.

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Fisher, S. G., T. A. Hunter, and W. D. K. Macrosson. "The distribution of Belbin team roles among UK managers." Personnel Review 29, no. 2 (April 2000): 124–40. http://dx.doi.org/10.1108/00483480010295934.

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Barko, Vadym I., Vadym V. Barko, and Viktor Bondarenko. "THEORETICAL APPROACHES TO THE BELBIN TEAM ROLES TEST AND ITS USE IN LAW-ENFORCEMENT AGENCIES OF UKRAINE." PSYCHOLOGICAL JOURNAL 7, no. 3 (March 30, 2021): 17–27. http://dx.doi.org/10.31108/1.2021.7.3.2.

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The article examines of theoretical approaches to the Belbin Team Roles test – a psychological examining instrument widely used from the eighties of the last century in English-speaking countries by psychologists for professional selection and psychological support of organizational staff, including law enforcement structures. The test is currently considered as one of the most proven psychological examining instrument assessing team roles that a person plays in professional activities. The Belbin Team Roles test was developed on the basis of multi-stage research involving various organizations and teams.Ukraine does not have any Ukrainian-language version of this test, although its structure and diagnostic capabilities allow its usage in different law enforcement agencies. The article reveals the theoretical basis of the Belbin Team Roles test, which is based on an orthogonal model of the interaction of two basic personality scales, according to Eysenck’s theory, - introversion-extraversion and anxiety-stability. The study confirmed the feasibility of carrying out special work to adapt the Belbin Team Roles test into Ukrainian for the needs of the bodies of the Ministry of Internal Affairs of Ukraine. This is due to the fact that the tests gives a comprehensive psychological examination of a person's predisposition to perform one or more team roles in a unit – a chief, a planner, a think tank, an evaluator, an investigator, a work addict, a team coordinator and a finisher. The test contains a set of statements, grouped into seven thematic groups; the respondents do not require a significant amount of time to complete the proposed tasks. After test filling by employees of a body of the Ministry of Internal Affairs, a psychologist can determine their belonging to a certain personality type, which determines their ability to perform certain roles in a unit; this will help to correctly determine employees’ specializations in a body of the Ministry of Internal Affairs, in a particular law enforcement area, as well as the optimal role in a unit. The authors have convincingly confirmed the expediency of using this test in psychological work with personnel of the Ministry of Internal Affairs of Ukraine, because the test allows complex psychological examination of important social-psychological characteristics and can determine employees’ inclination to perform one of eight key team roles during the professional activities.

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Oliynyk, Iryna. "FEATURES OF ROLE STRUCTURES OF QUALIFIED VOLLEYBALL PLAYER IN TEAMS AND ITS INFLUENCE ON FORMATION PSYCHOLOGICAL CLIMATE IN THE TEAM." Sports Bulletin of the Dnieper 1 (2020): 84–90. http://dx.doi.org/10.32540/2071-1476-2019-1-084.

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Introduction and aim of the research. The psychological features of the role of skilled volleyball players in sports teams are considered in the article. The influence of the selected roles on the psychological climate of the sports team and its effectiveness in training and competitive activities are analyzed. The hypothesis of the study is the scientific prediction of the possibility of a significant improvement in the results of sports activities when accounting for the role structure in the sports team. The purpose of the study is to analyze the psychological features of the role structure of skilled volleyball players in sports teams and to determine its place in the system of measures to increase the effectiveness of team activity. Material and methods. The studies were conducted during July-September 2019 in the city of Zaporozhye. Volleyball players of the national women's national teams of Ukraine, the Republic of Belarus, the Republic of Estonia, as well as the «Orbita-ZNU-ZRCYSS» team participated in the study. The number of respondents was 49 volleyball players who have the candidate's qualification for masters of sports, masters of sports and masters of sports of international class. Theoretical methods (analysis and generalization of scientific and methodical literature) were used in the work; psychodiagnostic testing, using the «Belbin team roles assessment» technique R. Belbin; methods of mathematical statistics. Results. The author analyzes the psychological features of the role structure of qualified volleyball players in teams. The significance of each active psychological role in the sports team is revealed. The research made it possible to determine the place of role structure in the system of measures of increasing the effectiveness of team activity in volleyball. Key words: volleyball, sports team, role structure, interaction, psychological climate

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Aleksandrovna Saenko, Lyudmila, Tatiana Ivanovna Barsukova, Elena Vasilyevna Khokhlova, Valentina Anatolyevna Ivashova, and Diana Sergeevna Kenina. "Team Building as a Tool to Strengthen the Company's Position in the Market." International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 431. http://dx.doi.org/10.14419/ijet.v7i4.38.24597.

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The article considers the concept of team, team roles according to M. Belbin, factors affecting team building, team building model aimed at improving the quality of professional training of higher school graduates . Also, an analysis of the research of Russian scientists, the content analysis of the search service "Yandex" on request was conducted: team formation, team building tools, team building scenarios, grouping of factors affecting the process of team building. Official statistics, official fertility rates and the liquidation rate of enterprises in the Russian Federation were analyzed. The interaction between the model of organizational behavior and the model of teambuilding is considered. An effective model of teambuilding in educational organizations was developed, which allows developing such qualities among students as: stress-resistance, sociability, creativity, ability to work in a team.

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Rovira, Núria, Sibel Özgen, Magda Medir, Jordi Tous, and Joan Ramon Alabart. "Human Values in the Team Leader Selection Process." Spanish journal of psychology 15, no. 1 (March 2012): 216–26. http://dx.doi.org/10.5209/rev_sjop.2012.v15.n1.37313.

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The selection process of team leaders is fundamental if the effectiveness of teams is to be guaranteed. Human values have proven to be an important factor in the behaviour of individuals and leaders. The aim of this study is twofold. The first is to validate Schwartz's survey of human values. The second is to determine whether there are any relationships between the values held by individuals and their preferred roles in a team. Human values were measured by the items of the Schwartz Value Survey (SVS) and the preferred roles in a team were identified by the Belbin Self Perception Inventory (BSPI). The two questionnaires were answered by two samples of undergraduate students (183 and 177 students, respectively). As far as the first objective is concerned, Smallest Space Analysis (SSA) was performed at the outset to examine how well the two-dimensional circular structure, as postulated by Schwartz, was represented in the study population. Then, the results of this analysis were compared and contrasted with those of two other published studies; one by Schwartz (2006) and one by Ros and Grad (1991). As for the second objective, Pearson correlation coefficients were computed to assess the associations between the ratings on the SVS survey items and the ratings on the eight team roles as measured by the BSPI.

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MAFTUHAH, ATIK. "SOLUSI PERMASALAHAN MANAJERIAL DI SKILLS LAB." Smart Medical Journal 2, no. 2 (January 2, 2020): 72. http://dx.doi.org/10.13057/smj.v2i2.35034.

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Introduction: Learning clinical skills in the skills lab gives students the opportunity to learn and practice their clinical skills before examining directly to patients. However, the skills lab itself has many components that require good management and leadership to avoid obstacles or problems in the implementation of learning.Method: Literature review conducted through google and google scholar search engines with the keywords “leadership”, “management”, “team”, and “skills lab” from 1985-2015.Result: There are several concepts from literature study that can be applied to overcome managerial problems in the skills lab. An effective leader / manager profile according to Quinn (Quinn’s eight roles) is needed in leading the skills lab because the head of the skills lab as the first line manager is responsible for managerial problems in the skills lab. In addition, management and leadership in the skills lab is also very necessary to produce an effective and efficient team so that the performance and contribution of the management team is effective. By understanding the Belbin Team Roles, the concept can be adapted in managing the skills lab management by synergizing the roles among the members of the skills lab management team. Within this concept, there are eight aspects of roles in a good management team.Conclusion: Given the complexity in the skills lab, managerial problems can arise that can result in the preparation of modules, equipment, facilities, etc. being unprepared. Managerial problem solving in the skills lab can be solved by applying the manager's roles and functions, Quinn's eight roles and the Belbin team roles.Pendahuluan: Pembelajaran keterampilan klinis di skills lab memberikan kesempatan mahasiswa untuk belajar dan mempraktikkan keterampilan klinis mahasiswa sebelum terjun ke pasien langsung. Namun, skills lab sendiri memiliki komponen yang banyak sehingga memerlukan manajemen dan leadership yang baik supaya tidak terjadi kendala atau permasalahan dalam pelaksanaan pembelajaran.Metode: Literature review yang dilakukan melalui search engine google dan google scholar dengan kata kunci “leadership”, “management”, “team”, dan “skills lab” dari tahun 1985-2015.Hasil: Ada beberapa konsep dari studi literatur terpilih yang dapat diaplikasikan untuk mengatasi permasalahan manajerial di skills lab. Profil pemimpin/manajer yang efektif menurut Quinn (Quinn’s eight roles) sangat diperlukan dalam memimpin skills lab karena kepala bagian skills lab sebagai manajer lini pertama bertanggung jawab terhadap permasalahan manajerial di skills lab. Selain itu, manajemen dan leadership di skills lab juga sangat diperlukan untuk menghasilkan tim yang efektif dan efisien sehingga kinerja dan kontribusi tim pengelola menjadi efektif. Dengan memahami the Belbin Team Roles, maka konsep tersebut dapat diadaptasi dalam pengelolaan manajemen skills lab dengan melakukan sinergi peran diantara anggota tim pengelola skills lab. Dalam konsep tersebut, terdapat delapan aspek peran dalam sebuah tim manajemen yang bagus.Kesimpulan: Dengan adanya kompleksitas di skills lab, maka dapat timbul permasalahan manajerial seperti kurang siapnya modul, peralatan, fasilitas, dan lainnya. Penyelesaian permasalahan manajerial di skills lab dapat ditinjau dari aplikasi peran dan fungsi manajer, Quinn’s eight roles dan the Belbin team roles.

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Diab-Bahman, Randa. "The Impact of Dominant Personality Traits on Team Roles." Open Psychology Journal 14, no. 1 (February 16, 2021): 33–45. http://dx.doi.org/10.2174/1874350102114010033.

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Background: The Gulf region is notorious for importing Asian laborers for blue-collar work due to the cheap costs associated with it. With many languages and cultural barriers present, understanding the needs of these workers and their preferred methods of communication has proven to be a challenge. Their ways are often misinterpreted, both collectively and individually. From years of observation, these mishaps are primarily due to the lack of understanding and resources available to investigate such issues, especially in masses. Team effectiveness and efficiency depend on numerous factors, such as structure, competencies of team members, commitment, collaboration, support, benchmarks of perfection, and leadership qualities. It is the most important component; the individuals can benefit from an evaluation of how each of their unique characteristics can contribute to the whole. Thus, we investigate the personality type and see if it has an association with their ethnicity, as well as correlations to their individual team roles. Objective: The study aims to find relationships between ethnicity and personality types in order to enhance their value creation in the workplace. Also, if there are correlations between them and team roles, managers will be better equipped when making decisions regarding team building and cohesiveness. Methods: Each participant was given the Myers-Briggs Type Indicator (MBTI) personality type and Belbin team role type computer-based questionnaires. Based on the test results, the participants were divided on the basis of their ethnicity, having one personality among 16 personalities and the team-work role played. The ethnicity, personality type, and the team-work role played were measured in terms of frequency. The hypothesis was tested to determine the relationship among the variables of the study, and cross-tabulation was done among personality and team-work roles to determine the association between them. Results: The test results indicated a significant relationship between ethnicity and personality type, however, personality type and ethnicity do not impact the team role. From the outcome of the research conducted and the use of several types of statistical analysis, it can be concluded that there is a significant relationship between personality and ethnicity type. As observed, the findings are as follows: - Egyptians are primarily (42%) ISTPs and secondarily ENFJs (25%). - In Indians, the most frequent type is ISTJ, with an occurrence of 52%. - Lebanese are most frequently ESTPs (46%). - In Filipinos, the most frequent type is ENFP, with 31%. Although the test results indicated that there is a significant relationship between ethnicity and personality type, however, personality type and ethnicity do not impact the team role. Furthermore, it was observed that ENFP personality types were complete finishers, coordinators and monitor evaluators in a team. ESTP personality types were implementers, team-workers and specialists. ISTP played the role of plant, investigator, or specialist. ISTJ was observed to be shapers. Conclusion: The combined instruments will help break cross-cultural barriers and allow for a better understanding of ethnicity and stigmas, which may subconsciously exist, both projected by the individual and perceived by the receiver.

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Sidlyar, Mihail Y., and Olga A. Kovaleva. "Features of project-oriented and game-based student learning using the modeling environment SketchUp." Tambov University Review. Series: Humanities, no. 192 (2021): 148–56. http://dx.doi.org/10.20310/1810-0201-2021-26-192-148-156.

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We discuss the principles of project work of students in a higher educational institution. Examples of teaching students in information specialties are given on the example of the basics of programming and design in the system of higher education in Europe and North America. Roles of distance and traditional education and the choice of individual trajectories in this learning are shown. Particular attention is paid to the description of the game team forms of learning when working in environments of three-dimensional modeling and prototyping. The different roles of the teacher at each stage in all game projects for the construction of complex design details are described. We show examples of the developed design work at the Derzhavin Tambov State University when working with 3D graphics and reducing it to three-dimensional printing, as well as embedding the results of work in sites and blogs and other Web 2.0 resources. The key stages of the team games are presented, including the selection of the team captain using the R. Belbin psychological role test and the professional qualities of students. Such work can be successfully scaled up to all areas of university preparation, as well as to profile areas for students of secondary specialized institutions. It is concluded that the knowledge of three-dimensional modeling and prototyping is consolidated in the course of the final game team work on the construction of a complex structure or a series of architectural structures

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Senior, Barbara, and Stephen Swailes. "A Comparison of the Belbin Self Perception Inventory and Observer’s Assessment Sheet as Measures of an Individual’s Team Roles." International Journal of Selection and Assessment 6, no. 1 (January 1998): 1–8. http://dx.doi.org/10.1111/1468-2389.00066.

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Litvina, M. I., and G. N. Nikolaeva. "INCREASING LABOR EFFICIENCY OF THE PRODUCTION UNIT SPECIALISTS BY FORMING A TEAM." Scientific Review: Theory and Practice 10, no. 6 (June 30, 2020): 1050–66. http://dx.doi.org/10.35679/2226-0226-2020-10-6-1050-1066.

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At the end of the twentieth century, team management became widespread. Based on this approach, the key factor for successful activity is not so much finance and technology as effective teamwork. Achieving this effect is possible on the basis of the team building process, which can be represented as a human resource management process aimed at building a team and improving team efficiency to achieve the goals of the organization. This process is viewed from two main points: on the one hand, as a process of formation and further development of a team; and on the other hand, the ways to build interaction between people in a group to achieve the strategic goals of the unit and the organization as a whole. Creating an efficient and cohesive team takes time, during which the process of its formation and progressive development takes place. The article provides an overview of modern ideas about the team. The authors’ definition of a team is formulated, on the basis of which the advantages of the team are indicated, leading to an increase in the efficiency of its activities. The types of teams and approaches to team building have been studied. On the basis of a survey and testing, the authors carried out a study of the team building process and developed guidelines for forming a team from specialists from the production unit of the state unitary enterprise «Moskollektor». The study used a professional approach, taking into account the distribution of roles according to R.M. Belbin and in accordance with the sociotypes of K.G. Jung. Conclusions are made, the advantages of working in a team are formulated and possible ways of developing a team of a production unit are shown. The article emphasizes the need to apply an integrated approach to team formation, combining professional, role and approach according to the sociotype of the individual, in order to identify ways of its development.

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Radu, Catalina. "Self-awareness and personal development plans of students." New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 8 (January 10, 2018): 176–83. http://dx.doi.org/10.18844/prosoc.v4i8.3029.

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As students are highly influenced in the learning process by their emotions, they also need a proper time for self-reflection. This paper aims to present the main insights of business students in the Bucharest University of Economic Studies, Romania when challenged to set their personal development plans, after reflecting on their own strengths and weaknesses observed especially through JOHARI window used in class and three self-assessment questionnaires—drivers (working styles), career anchors and Belbin (team roles). Building personal development plans is an important step in the educational process. Although not taken at its real value because of the young age of the students, it is an activity that should be considered each semester, very well linked to the management discipline and to the career development of students/future graduates. Keywords: Students, personal development plans, motivation, educational process.

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Stankūnas, Mindaugas, Skirmantė Sauliūnė, Tony Smith, Mark Avery, Linas Šumskas, and Katarzyna Czabanowska. "Evaluation of Leadership Competencies of Executives in Lithuanian Public Health Institutions." Medicina 48, no. 11 (November 5, 2012): 85. http://dx.doi.org/10.3390/medicina48110085.

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Background and Objective. Lithuanian and international public health experts emphasize the importance of leadership in public health. The aim of this study was to explore the self-assessed level of leadership competencies of executives in Lithuanian public health institutions. Material and Methods. Data were collected in a cross-sectional survey of executives of Lithuanian public health institutions in 2010. The total number of returned questionnaires was 55 (response rate, 58.5%). Respondents were asked about their competencies in leadership, teamwork, communication, and conflict management. The evaluation was carried out by analyzing the answers provided in the survey, which used a 5-point rating scale. In addition, the Belbin Team-Role Self-Perception Inventory and the Thomas-Kilmann Conflict Mode Instrument were used. Results. The results showed that respondents were reserved or limited in their individual capacities through this evaluation of their leadership competencies. The mean score was 3.47 (SD, 0.71). Skills in competency areas of communication, teamwork, and conflict management were scored higher (3.73 [SD, 0.67], 3.73 [SD, 0.62], and 3.53 [SD, 0.63], respectively). Most of executives preferred to choose action-oriented roles (76.2%). The most common role was “implementer” (69.1%). “Avoiding” (52.7%) was the most common conflict solving strategy. The results showed that 89.1% of executives wanted to improve teamwork; 83.6%, leadership competencies; 81.8%, communication; and 80.0%, conflict management. Conclusions. The study results suggest that the executives of Lithuanian public health institutions evaluate their leadership competencies moderately. These results indicate the value of leadership training for public health executives.

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Fisher, Steven G., K. W.D., and John H. Semple. "Control and Belbin’s team roles." Personnel Review 30, no. 5 (October 2001): 578–88. http://dx.doi.org/10.1108/eum0000000005940.

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GARCIA-RAMIREZ, Yasmay D. "Belbin’s team roles and their performance in road design courses: a study with undergraduate and postgraduates students." Espacios 42, no. 01 (January 15, 2021): 176–88. http://dx.doi.org/10.48082/espacios-a21v42n01p15.

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This article analyzes the relationship between the Belbin’s team roles and their performance in road design courses. Data were collected from four Civil Engineering groups (undergraduate and postgraduates students) divided into 25 teams. As a result, a consistent relationship was not found between the team balance and its performance in all teams. However, the three most influential roles in performance were identified, but this was only relevant to postgraduate students.

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Fisher, S. G., T. A. Hunter, and W. D. K. Macrosson. "The structure of Belbin's team roles." Journal of Occupational and Organizational Psychology 71, no. 3 (September 1998): 283–88. http://dx.doi.org/10.1111/j.2044-8325.1998.tb00677.x.

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Fisher, S. G., T. A. Hunter, and W. D. K. MacRosson. "A validation study of Belbin's team roles." European Journal of Work and Organizational Psychology 10, no. 2 (June 2001): 121–44. http://dx.doi.org/10.1080/13594320143000591.

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Senior, Barbara. "An empirically-based assessment of Belbin's team roles." Human Resource Management Journal 8, no. 3 (July 1998): 54–60. http://dx.doi.org/10.1111/j.1748-8583.1998.tb00173.x.

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Dulewicz, Victor. "A validation of Belbin's team roles from 16PF and OPQ using bosses' ratings of competence." Journal of Occupational and Organizational Psychology 68, no. 2 (June 1995): 81–99. http://dx.doi.org/10.1111/j.2044-8325.1995.tb00574.x.

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Kumar, R. Renjith. "Evaluation of Belbin's Team Roles : A Case Study of Nizwa College of Technology , Sultanate of Oman." Oman Chapter of Arabian Journal of Business and Management Review 3, no. 3 (October 2013): 1–13. http://dx.doi.org/10.12816/0016424.

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"Improving team performance." Development and Learning in Organizations: An International Journal 29, no. 5 (August 3, 2015): 25–27. http://dx.doi.org/10.1108/dlo-05-2015-0048.

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Purpose – To investigate whether implementing Belbin’s ideas on team balance and role diversity result in enhanced team performance. Design/methodology/approach – Compares the performance of teams engaged in a computer-simulated management game, analyzing team composition and individuals’ preferred Belbin roles. Findings – 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. Practical implications – 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. Social implications – 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. Originality/value – Provides an empirical evaluation of Belbin’s work in terms of team performance rather than team behavior.

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de Waal, André, Erjen van Nierop, and Laurens M. Sloot. "The relation between manager type and high-performance achievement." Journal of Advances in Management Research ahead-of-print, ahead-of-print (August 18, 2020). http://dx.doi.org/10.1108/jamr-06-2020-0097.

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PurposeOne of the most important factors for the success of an organization is the quality of its managers. However, this is a rather general statement, because there are many different types of managers with different work styles. This begs the question: are all types of managers, regardless of their work styles, important to organizational success or only managers with specific work styles? This study aims to investigate the answer to this question by examining the relationship between two specific elements of managers' work styles – the role a manager plays in the work team and the preferred manner of change management a manager applies – and their effect on the level of performance of their organization, as measured by the high-performance organization (HPO) framework.Design/methodology/approachThis study was part of a larger study into the drivers of success of franchise supermarkets in The Netherlands. A questionnaire was constructed, in which, among others, the following were explored: the level of performance (according to the HPO Framework), the preferred team role of the franchiser (using the Belbin team role model) and the change management approach of the franchiser (using De Caluwe and Vermaak's color theory). The questionnaire was sent to 400 Dutch supermarket franchisers, and the data received were subject to statistical analysis.FindingsThe study results clearly indicated that certain types of managers are important to organizational success in the supermarket sector. There are specific types of managers – in the sense that these managers have specific roles they play and specific change styles they apply – that seem to be more effective in creating and maintaining an HPO. These roles, as described by Belbin, are chairman and plant; the change style is De Caluwe and Vermaak's color red.Research limitations/implicationsThe study results add to the literature on high performance and HPOs, because team roles and color change styles have not been related to the factors for high performance to date.Originality/valueAlthough the fact that certain types of managers, in certain contexts, are more effective than others is not a new finding, this is the first time specific team roles and a specific change style have been found that would enable managers to create and maintain an HPO.

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Cockburn, Tom. "Team Leadership Case Study and Role Play Exercise – Friday 13th, Appendix #1: R. M. Belbin´s Nine Team Roles." SSRN Electronic Journal, 2019. http://dx.doi.org/10.2139/ssrn.3314932.

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Reoyo Rodriguez, Ana Maria, Roberto López Canas, and Vanesa Lucha Martinez. "Meridith Belbin Team Roles and Modes of Conflict Behaviour: A Study in Work Teams from the Basque Country Organizations." SSRN Electronic Journal, 2005. http://dx.doi.org/10.2139/ssrn.736185.

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Safronova, Natalya, and Alexey Urubkov. "Measuring the Impact of Socio-Demographic Characteristics of the Project Team Members on the Formation of Team Roles (on the Example of the Concept R. Belbin)(Presentation Slides)." SSRN Electronic Journal, 2017. http://dx.doi.org/10.2139/ssrn.3008549.

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Lukianov, D., K. Kolesnikova, O. Mezentseva, and V. Rudenko. "The Kübler-Ross factor in managing the performance of technical and socio-economic systems." Scientific Journal of Astana IT University, no. 2() (June 30, 2020). http://dx.doi.org/10.37943/aitu.2020.94.59.003.

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The article proposes to consider the possibility of using the Kübler-Ross model as a mandatory and necessary addition when restoring systems after critical failures, accidents, and other catastrophic events. As stages of the model, it is proposed to consider the "extension" of the classical Kübler-Ross model in the form of an Extended Grief Cycle. Moreover, each “stage of the model" is considered as a separate "state" of the system. It is also assumed that the transition from any state of the model is possible not only "linearly forward", but also in any other direction. Moreover, the probabilities of such transitions do not depend on the previous history of the system. Such an assumption allows us to consider the possibility of interpreting the created model as a Markov model, and, accordingly, to apply the mathematical apparatus of Markov chains for its study. It is proposed to consider such a characteristic of an effective recovery system as the “readiness” of a recovery team to transition to a productive state as soon as possible from the point of view of group dynamics and the effectiveness of the distribution of team roles. For this, it is proposed to use the logic of the team role model of R. Belbin. Minimizing the time to achieve the effect of maximum effectiveness in emergency situations in the context of the concept of incident preparedness and continuity of work, in this case, will depend not only on technical and other means of response but also on the psychological stability of the recovery team members, the effective allocation of roles and readiness for adequate action. This is confirmed by the results of transient modeling. The simulation results show the dominant value of the probabilities of being in the states of “shock” and “inoperative system” if you do not control the system purposefully and do not go through all stages of the Extended Grief Cycle model sequentially, one after another.

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Rahmani, Farshid, Christina Scott-Young, Allen Tadayon, and Jacobus Daniel van der Walt. "Team composition in relational contracting (RC) in large infrastructure projects: a Belbin’s team roles model approach." Engineering, Construction and Architectural Management ahead-of-print, ahead-of-print (June 1, 2021). http://dx.doi.org/10.1108/ecam-11-2020-0941.

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PurposeThe aim of this study is to broaden the understanding of the set of knowledge, skills, attributes and experience (KSAE) that teams should demonstrate and the necessary roles they need to play within the team in Relational Contracting (RC). This research seeks to answer three questions: first, what KSAEs are required in a team operating under RC, second, which of the identified KSAEs are more important to enable an integrated team to perform effectively and third, how do these required KSAEs correspond to the major role clusters identified in Belbin’s team role model?Design/methodology/approachIn-depth interviews with 25 experts and key management representatives in infrastructure construction in Australia were conducted to enable detailed discussion of the research questions.FindingsSixteen behavioural traits and four knowledge and experience areas were identified. The findings highlight that in RC, team members and especially leaders and managers need to be competent in people-oriented roles, above all others.Research limitations/implicationsThis research mainly captured the perspectives of personnel working in state government infrastructure departments. Further research is recommended to explore the perceptions of employees in private construction companies.Practical implicationsBy aligning the roles required for RC with the team role clusters of the Belbin’s team roles assessment tool, this study will be useful for identifying suitable members to form high-performance project teams.Originality/valueThe findings of this paper can inform government infrastructure organisations and construction companies as to which roles are more critical when selecting fit-for-purpose teams to successfully deliver large infrastructure projects procured under the RC method.

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Aranzabal, A., E. Epelde, and M. Artetxe. "Team Formation on the Basis of Belbin’s Roles to Enhance Students’ Performance in Project Based Learning." Education for Chemical Engineers, September 2021. http://dx.doi.org/10.1016/j.ece.2021.09.001.

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Krutko, Inna, and Olga Chalikova. "Personality Correlates of Personnel Organizational Loyalty." Russian Man and Power in the Context of Dramatic Changes in Today’s World: Collection of academic papers from the 21st Russian scientific-practical conference (with international participation) (Yekaterinburg, April 12–13, 2019), December 3, 2019, 129–40. http://dx.doi.org/10.35853/ufh-rmp-2019-e02.

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The phenomenon of personnel organizational loyalty as a key organizational asset is considered from the perspective of its level, conditions of development and correlates. The problem of loyalty is viewed in the context of the following components: emotional, cognitive and behavioral. The focus group method was used to describe the cohort behavior characteristic of various loyalty levels and obtain the competence model. General loyalty level was subsequently assessed with Organizational Commitment Scale (OCS) and K. V. Kharsky’s Loyalty Manifestation Observation Sheet methods recognized as the average one in organizations of various profiles. Correlations with employees’ personal features are described through the individual typological questionnaire by L. N. Sobchik, J. Rotter’s I-E Scale, and R. M. Belbin’s Team Roles. Certain personality traits are identified that can be viewed as universal personality correlates of loyalty. Employees’ dominant motives are identified as “Satisfaction from Achieving a Goal, an Outcome” and “Communication with Colleagues”. The only loyalty correlate related to implementation of innovations is identified – readiness to follow a leader. The higher the loyalty, the better competitive motive and the motive of feeling one’s usefulness are manifested. In terms of innovations, the following types are identified at the organization: “Readiness Based on Positive Emotional Attitude to Everything New” and “Readiness on Condition of Personal and Professional Fulfillment”; consequently, employees support changes, but only at the first stages of implementation. Presumably, several psychological mechanisms shaping loyalty based on traits like aggressiveness, rigidity and anxiety (sensitivity, lability) exist. It is proven that loyalty correlates are conditioned rather by the enterprise type and its HR policy than universal characteristics. However, the trend of a dependency between aggressiveness as a personal trait and one’s loyal attitude to the organization is manifested at enterprises from various fields.

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Journal articles on the topic 'Belbin team roles'

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