Systematic psychological research on the nature and impact of workgroups dates back to at least the Hawthorne studies of the 1920s and 1930s. However, it was not until the 1990s that there was a significant increase in studies and discussions related to team roles in workgroups. J. Richard Hackman, a professor of social and organizational psychology at Harvard University and a leading expert in team research, revealed in an interview with Harvard Business Review how poor teamwork skills often are. His studies show that team members frequently disagree on what the team should be working on. Defining this is the leader’s responsibility, who must be prepared to take significant personal and professional risks to set the direction for the team.
Evolution of conceptual frameworks for team roles
Several conceptual frameworks for team roles have been proposed in the scientific literature, with one of the most influential being the one proposed by Belbin (1981, 2010, 2012). His framework distinguishes nine informal roles (plant, resource investigator, coordinator, shaper, monitor evaluator, teamworker, implementer, completer finisher, and specialist). Each of these roles is associated with specific strengths and weaknesses. Based on this nine-role model, Belbin (2010) suggested that teams should be balanced in terms of team roles—meaning that all essential roles should be present in the team, no critical role should be missing, and roles should not be overly duplicated within the team.
Newer approaches to team roles
Recent studies adopt an alternative framework for assessing team roles—VIA Team Roles (VIA Institute on Character, 2013). This model identifies seven primary team roles:
– **Idea Creator** (thinks of unconventional ways to arrive at solutions and big ideas),
– **Information Gatherer** (searches for information about best practices, new trends, potential suppliers, competitors, etc.),
– **Decision Maker** (processes and integrates available information, makes decisions, and clarifies objectives),
– **Executor** (monitors progress and takes action toward achieving goals),
– **Influencer** (presents the product for internal and/or external acceptance),
– **Energizer** (brings energy into their work and that of others),
– **Relationship Manager** (helps maintain smooth relationships and resolve conflicts).
Impact of role diversity on team performance
Empirical research confirms the link between team roles and individual outcomes such as performance and job satisfaction. Results suggest that teams with a broader representation of team roles report higher productivity and teamwork quality. Additionally, teams with higher average levels of teamwork-related personality traits and fairness, as well as teams with more members achieving high scores in fairness and prudence, report higher teamwork quality.
Team dynamics and efficiency
MIT Sloan Management Review highlights the role of a constructive devil’s advocate in team meetings. Studies have shown that assigning someone the role of a critical reviewer can increase meeting effectiveness and lead to better decision-making. Furthermore, research consistently shows a shift from focusing on individuals within teams or comparing individuals to teams toward focusing on the team itself and broader team systems.
Organizational behavior and team functionality
Organizational behavior refers to the study of how individuals and groups behave within an organization. It examines how people interact, communicate, and collaborate to achieve organizational goals. Organizational behavior can significantly impact team decision-making processes by influencing perception, attitudes, motivation, decision-making styles, and group decision-making.
The role of leadership in team functionality
Studies indicate that a leader’s behavior and personality can shape organizational behavior, positively or negatively impacting organizational performance. Hackman emphasizes that if a leader is undisciplined in managing team composition and structure, the chances of the team performing well are minimal.
The importance of motivational quotes in teamwork
Regardless of the nature of work, goals, or industry, motivational quotes can play an essential role in daily teamwork. Finding inspiration in them can help team members strengthen engagement, creativity, and focus, allowing them to push past limitations and achieve better results. A fitting example is Michael Jordan’s quote: “Talent wins games, but teamwork and intelligence win championships.”
Conclusions
Scientific research clearly indicates that understanding and properly applying team roles is crucial for organizational effectiveness. Balanced teams, where diverse roles are represented, achieve better results and higher teamwork quality. At the same time, the leader’s role in managing team composition and structure is critical to success. Further exploration of this research area can provide deeper insights into team dynamics and offer practical guidance for managers and team leaders.
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