Testing the SMT and Belbin inventories in top management teams
Testing the SMT and Belbin inventories in top management teams
This article focuses on, examines and contrasts two managerial inventories: the Spectral management theory (SMT) and the Belbin team roles inventory. The SMT inventory is one of the only approaches that involves not only a management typology, but also learning roles as well as team assessment. The theory leads to eight such types of managerial style, measured through an analytical instrument designed to enable people to identify their personal orientations. Belbin’s inventory is focused on team roles, prescribing nine options. Both were used to analyse members of top management teams in leading UK management buy‐outs. The analysis undertaken serves to enhance self awareness in the individual as well as team and organisational effectiveness. At the team level, it highlights the antecedents of successful teams, how and why they work together in harmony or dissonance, and what other teams may learn from the exercise.
75-84
Lessem, Ronnie
e0d8e701-f285-42e9-8835-d11326e4c541
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
1 March 2000
Lessem, Ronnie
e0d8e701-f285-42e9-8835-d11326e4c541
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Lessem, Ronnie and Baruch, Yehuda
(2000)
Testing the SMT and Belbin inventories in top management teams.
Leadership & Organization Development Journal, 21 (2), .
(doi:10.1108/01437730010318165).
Abstract
This article focuses on, examines and contrasts two managerial inventories: the Spectral management theory (SMT) and the Belbin team roles inventory. The SMT inventory is one of the only approaches that involves not only a management typology, but also learning roles as well as team assessment. The theory leads to eight such types of managerial style, measured through an analytical instrument designed to enable people to identify their personal orientations. Belbin’s inventory is focused on team roles, prescribing nine options. Both were used to analyse members of top management teams in leading UK management buy‐outs. The analysis undertaken serves to enhance self awareness in the individual as well as team and organisational effectiveness. At the team level, it highlights the antecedents of successful teams, how and why they work together in harmony or dissonance, and what other teams may learn from the exercise.
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Accepted/In Press date: November 1999
Published date: 1 March 2000
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Local EPrints ID: 486587
URI: http://eprints.soton.ac.uk/id/eprint/486587
ISSN: 0143-7739
PURE UUID: 86640bfa-a6e4-43d2-9069-d8f6803c221c
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Date deposited: 26 Jan 2024 17:52
Last modified: 18 Mar 2024 03:25
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Author:
Ronnie Lessem
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