This article aims to develop an integral framework for analyzing and capturing diverse forms of value compasses of leaders in organizations. Building on the concept of "career anchors" (Schein, ...Career anchors: discovering your real values, Jossey-Bass Pfeiffer, San Francisco, 1990), the concept of "spiritual anchors" is introduced, patterns of deeply held spiritual motives, values and attitudes that provide direction, meaning, wholeness, and connectedness to a person's life or work. Based on qualitative interviews conducted with 32 managers in Turkey, a taxonomy of spiritual anchors is developed, each of which can be thought of as the spiritual DNA of a person or a fractal of that person's holistic value system. Each of the spiritual anchors refers to a unique way of perceiving and practicing spirituality. The article introduces nine spiritual anchors as the underlying basis of leadership values and team roles in organizations: perfection, compassion, passion, inspiration, investigation, dedication, appreciation, determination, and cooperation. The model based on spiritual anchors is a multidimensional and holistic model of leadership values and individual differences, and it provides professionals and managers with "a big picture" of spirituality, values, and leadership dimensions in organizations.
To create sustainable rural areas, farming and non-farming stakeholders must learn to work together better. In this paper, the authors contribute to the discussion of innovation platforms as drivers ...of institutional change by taking a closer look at the group dynamics of emerging social bodies in innovation projects, focusing on the joint creation of institutions in the process of learning to work together. Three examples of institutional learning are discussed. The authors show that ‘institutional voids' are important in facilitating institutional learning at multi-actor interfaces. They also show how different team roles, such as those of collaborative leaders and brokers, emerge and are assigned tasks, and how they can be identified. The paper concludes with reflections on the implications of the findings for innovation processes.
Purpose - This paper aims to test the relationship between team role diversity and team performance, as one of the main assumptions behind the highly cited and used Belbin model and test.Design ...methodology approach - Data were collected among 24 teams of 144 students that participated in different rounds of a management game. All students performed a Belbin role self-test prior to the management game. Performance of the teams was measured by the grade they received for the year-end report written, and the financial results they achieved at the end of the management game.Findings - No relationship was found between team role diversity and team performance. Also, it was found that the Belbin role of the team leader was not related to team performance as well. The only significant relationship found was between the individual study results of the team members and the grade they received for the year-end report.Research limitations implications - Results might change if team performance is measured by other indicators, such as the level of in-team collaboration or collective motivation.Practical implications - It should not be expected that creating diversity of roles within teams automatically leads to better performance. Continuous improvement, recognizing the phase team development is in, should also be in place to balance team members and support their performance.Originality value - This paper contributes to the empirical testing of assumptions and ideas behind Belbin's model and test. Given its limitations, it provides new triggers to conduct more, similar empirical research.
Engineering education is an emerging field of research. Due to its applied nature, recent theoretical developments have been followed by empirical evidence and interdisciplinary research. The present ...study attempted to describe the team roles assumed by members of project teams composed of young engineering students. The study was conducted in Pakistan by using the Belbin Team Role Self Perception Inventory. It was found that young Pakistani engineers assumed the roles of implementer, coordinator, shaper and team worker. This study attempts to understand role choices through the framework of national cultural dimensions proposed by Hofstede and engineering education culture offered by Godfrey and Parker. The study strongly recommends that engineering curriculum should incorporate activities which could foster creativity among engineers. Moreover, engineering students should be motivated to innovate through collaboration in a problem and project based environment, which is seriously lacking in engineering education of Pakistan.
Teamwork makes the team work by Gareth Bell, Interview
Human resource management international digest,
03/2013, Letnik:
21, Številka:
2
Journal Article
Recenzirano
Purpose
The purpose of this article is to provide an interview with Dr Meredith Belbin.
Design/methodology/approach
The paper provides an interview with Dr Meredith Belbin.
Findings
The paper ...explores Belbin's thoughts on current issues including HR management, organizational structure and geographical dispersion.
Originality/value
The interview offers insight for HR professionals from the founder of Team Roles theory.
Purpose
– This article aims to present and discuss research findings on 360 degree assessments of team role behaviours in different contexts. In so doing, it brings together and develops two themes ...previously explored by the author, namely: the need to introduce a significant social dimension into thinking about team roles; the need to recognise that appropriate leadership behaviour is not universal but contingent upon context.
Design/methodology/approach
– A mixed sample of public sector managers in the UK completed a team role self-assessment questionnaire and had a 360 degree assessment completed on them. The research looked at the degree of correlation between the self-assessments and the 360 assessments and its statistical significance, exploring the ways in which the nine team roles are more or less valued in different contexts.
Findings
– Statistically significant relationships were found between measures of leadership contexts and team role behaviours. More importantly for this research, 360 degree assessments of team role behaviours were also found to vary in different contexts. Similarities and differences were found in the team roles behaviours that were typical in particular contexts and those that were valued in such contexts.
Research limitations/implications
– The range of contexts explored in this article was limited. Two contextual variables derived from the model of “dynamic” leadership were examined, namely the level of influence over change and the level of influence over others. In both cases, high and low levels of influence were considered. It would be useful to explore other contextual variables. It would also be useful to see if the observed relationships were found in situations other than the UK public sector.
Practical implications
– First, the findings reinforce the view that there is a significant social dimension to team roles, they cannot be viewed merely as clusters of personality traits, they are related to social roles and the influence people have in such roles. Second, teams are likely to be more effective if the behaviour of individual team members is appropriate to the social roles and contexts that they find themselves in. Third, what people tend to do in particular situations is not necessarily the same as that which is valued in such situations.
Originality/value
– The findings reinforce the conclusions of earlier research by the author and associates. In so doing, they lend support to original team role and leadership models developed by these individuals, as well as highlighting links between the two models. They also highlight differences between what people tend to do in particular situations and what is likely to be valued in such situations.
The Flight of the Phoenix Huffman, Brian J.; Kilian, Claire McCarty
Journal of management education,
08/2012, Letnik:
36, Številka:
4
Journal Article
Recenzirano
Although many classroom exercises use movies to focus on management and organizational behavior issues, none of those do so in the context of project management. This article presents such an ...exercise using The Flight of the Phoenix, an incredibly rich story for any management class, which provides clear examples of organizational behavior issues such as forming teams and the inevitable interpersonal issues (conflict, group process, power) that arise. The movie also highlights the importance of technical issues in projects such as the controlling of budgets and understanding the trade-offs in the project management triangle, and the impact interpersonal issues have on them. Detailed examples from the movie are provided to illustrate key concepts.
Purpose – The purpose of this study is to design a model for assessing and measuring team roles balance and to test the model analyzing the relationship between team roles balance and team ...motivation. Design/methodology/approach – Data were collected from a sample of 32 project management teams on POS DRU program, out of a population of 145 members. Team roles were identified applying BTRSPI. To assess team current level of motivation was used a tool proposed by Woodcoock and Francis (2008). Team roles balance was assessed with the developed model. Motivation indices of each team were tested against the team balance scores by using Spearman's rank test. Findings – A statistical relation between team roles balance and team motivation was found. Team roles balance provides an environment which encourages individuals to contribute and provides higher motivation. It is argued that authors do not use constructs according to Belbin's theory of team balance. Research limitations/implications – There is need for an improved construct, which is isomorphic with Belbin's notions of team balance. The relation between this construct and performance should also be tested. Practical implications – In literature the current team balance constructs are of limited use. As the various constructs give different assessments of balance and no strong suport was found for Belbin's team roles balance, these developed model should be used. Implications are suggested for more qualitative measures for designing balanced teams. Originality/value – Team design according to this construct has not been tested up to now with regard to team motivation. The study simplifies on the ambiguity of the concept of team balance. Paper type: Research paper.
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