Theories of Belbin

2464 words (10 pages) Essay in Information Technology

02/01/18 Information Technology Reference this



Theories of belbin


The co-ordinator is a person-oriented leader. This person is trusting, accepting, dominant and is committed to team goals and objectives. The co-ordinator is a positive thinker who approves of goal attainment, struggle and effort in others. The co-ordinator is someone tolerant enough always to listen to others, but strong enough to reject their advice.

The co-ordinator may not stand out in a team and usually does not have a sharp intellect.


The shaper is a task-focused leader who abounds in nervous energy, who has a high motivation to achieve and for whom winning is the name of the game. The shaper is committed to achieving ends and will ‘shape’ others into achieving the aims of the team.

He or she will challenge, argue or disagree and will display aggression in the pursuit of goal achievement. Two or three shapers in a group, according to Belbin, can lead to conflict, aggravation and in-fighting.


The plant is a specialist idea maker characterised by high IQ and introversion while also being dominant and original. The plant tends to take radical approaches to team functioning and problems. Plants are more concerned with major issues than with details.

Weaknesses are a tendency to disregard practical details and argumentativeness.

Resource Investigator

The resource investigator is the executive who is never in his room, and if he is, he is on the telephone. The resource investigator is someone who explores opportunities and develops contacts. Resource investigators are good negotiators who probe others for information and support and pick up other’s ideas and develop them. They are characterised by sociability and enthusiasm and are good at liaison work and exploring resources outside the group.

Weaknesses are a tendency to lose interest after initial fascination with an idea, and they are not usually the source of original ideas.

Company worker/ implementer

Implementers are aware of external obligations and are disciplined, conscientious and have a good self-image. They tend to be tough-minded and practical, trusting and tolerant, respecting established traditions. They are characterised by low anxiety and tend to work for the team in a practical, realistic way. Implementers figure prominently in positions of responsibility in larger organisations. They tend to do the jobs that others do not want to do and do them well: for example, disciplining employees.

Implementers are conservative, inflexible and slow to respond to new possibilities.

Monitor evaluator

According to the model, this is a judicious, prudent, intelligent person with a low need to achieve. Monitor evaluators contribute particularly at times of crucial decision making because they are capable of evaluating competing proposals. The monitor evaluator is not deflected by emotional arguments, is serious minded, tends to be slow in coming to a decision because of a need to think things over and takes pride in never being wrong.

Weaknesses are that they may appear dry and boring or even over-critical. They are not good at inspiring others. Those in high level appointments are often monitor evaluators.

Team worker

Team workers make helpful interventions to avert potential friction and enable difficult characters within the team to use their skills to positive ends. They tend to keep team spirit up and allow other members to contribute effectively. Their diplomatic skills together with their sense of humour are assets to a team. They tend to have skills in listening, coping with awkward people and to be sociable. sensitive and people oriented.

They tend to be indecisive in moments of crisis and reluctant to do things that might hurt others.

Completer finishers

The completer finisher dots the i’s and crosses the t’s. He or she gives attention to detail, aims to complete and to do so thoroughly. They make steady effort and are consistent in their work. They are not so interested in the glamour of spectacular success.

Weaknesses, according to Belbin, are that they tend to be over anxious and have difficulty letting go and delegating work.


The specialist provides knowledge and technical skills which are in rare supply within the team. They are often highly introverted and anxious and tend to be self-starting, dedicated and committed.

Their weaknesses are single-mindedness and a lack of interest in other peoples’ subjects

Belbin Team Roles

Dr Meredith Belbin, UK academic and consultant developed the BelbinÂ® team roles model in the late 1970s. Belbin’s work at Henley Management College demonstrated that balanced teams comprising people with different capabilities performed better than teams that are less well balanced. Belbin’s key book ‘Management Teams – Why They Succeed or Fail’, was first published in 1981. According to Belbin publicity (Belbin founded Belbin Associates, who produce and provide psychometrics (personality and behavioural testing) instruments and other related services based on Belbin’s theories) the Belbin Team Roles model is used by over 40% of the UK’s top 100 companies, and thousands more internationally.

N.B. The Belbin Team Role model and certain related teminology is Â© Belbin Associates – if in doubt about usage check with Belbin. The use of Belbin tests and training materials is subject to licence from Belbin.


There are no ‘good’ or ‘bad’ roles. People are as they are, and all roles play important parts in successful teams.


belbin team roles and descriptions


role name

strengths and styles

Coordinator (CO)*

able to get others working to a shared aim; confident, mature – (originally called ‘Chairman’ by Belbin)

Shaper (SH)*

motivated, energetic, achievement-driven, assertive, competitive

Plant (PL)*


Monitor-Evaluator (ME)

serious, prudent, critical thinker, analytical

Implementer (IMP)

systematic, common sense, loyal, structured, reliable, dependable, practicable, efficient (originally called ‘Company Workers’)

Resource Investigator (RI)*


Team Worker (TW)


Completer-Finisher (CF)


Specialist (SP)


Belbin suggested these roles are more extravert than introvert.



People are more motivated and happy when they are performing and working in a way that is natural to them. Expecting a person with a particular personality type (be it represented by a Belbin team role, a Jung psychological type, a Myers BriggsÂ® MBTIÂ®, or whatever) to perform well and enthusiastically in a role that is foreign or alien to their natural preferences and strengths is not helpful for anyone.


‘Belbin team roles’ within teams



  • They are the team’s sales-person, diplomat, liaison officer and explorer.
  • The Finisher maintains a permanent sense of urgency with relentless follow-through.





      Under-achievement demands a good coordinator or finisher
  • Conflict requires a team worker or strong coordinato
  • Mediocre performance needs a resource investigator, innovator or shaper
  • Error prone teams need an evaluator

Different roles are important in different circumstances, for example:

  • New teams need a strong shaper to get started.
  • Competitive situations demand an innovator with good ideas.



Source:            isko check ker lio ek baar

Belbin profiles, team games and exercises are frequently used for recruitment purposes, whether to assess candidates from outside the organisation, compare candidates for promotion or to scrutinise a shortlist for a graduate scheme. If you are looking to use Belbin in recruitment, there are many options available to you.

Further ismein hai…

Q Can you please explain the advantages and disadvantages of Belbin profiling?

A I think the main advantage is in how it provides a non-confrontational and non-hierarchical language to describe a person’s natural behavioural tendencies. The fact that it is behavioural based (rather than a psychometric assessment) and easily understood and used by people at all levels in an organisation is of course a big advantage, plus of course the facility for observer feedback.

The main disadvantage is that as behaviour is more open to change the assessments need to be done a reasonably regular intervals. This may however be regarded as an advantage and something that should be encouraged.

Q Can you please tell me how the Belbin Team Role inventory can be used to improve team performance?

A TheBelbinTeam Role model can be used to improve team performance in a number of ways. Here are four of them:

  1. It helps each person to be clear about their natural contribution when working in a team.
  2. By sharing this information between team members each person is aware of the role of other team members and can use this information to improve synergy.
  3. By analysing the Team Roles of the whole team the team balance can be checked and steps taken to remedy any imbalance.
  4. Hierarchy within teams is de-emphasised and individual contributions are encouraged on merit as teams apply the Team Role model.

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