I am inclined to become preoccupied when I realise that loose ends have not been tied up. I am apt to get caught up in ideas that occur to me and lose track of what is happening. I find it difficult to lead from the front, perhaps because I am over responsive to group atmosphere. I am sometimes seen as forceful and authoritarian when dealing with important issues. My objective outlook makes it difficult for me to join in readily and enthusiastically with colleagues. I have a tendency to talk a lot once the group gets on a new topic. I am reluctant to contribute unless the subject deals with a field I know well. I am inclined to be too generous towards others who have a valid viewpoint that has not been giving a proper airing. I am not at ease unless meetings are well structured and controlled and generally well conducted. ! ! SECTION II ! IF I HAVE A POSSIBLE SHORTCOMING IN TEAM WORK, IT COULD BE THAT:! ! ITEM # ! 20 I can offer a reasoned case for alternative courses of action while maintaining freedom from personal bias. I can usually tell whether a plan or idea will fit a particular situation. I am always ready to be blunt and outspoken in the cause of making the right things happen. My technical knowledge and experience is usually my major asset. I can be relied on to finish any task I undertake. My ability rests in being able to draw people out whenever I detect they have something of value to contribute to group objectives. ! 12 Producing ideas is one of my natural assets. ! 11 I can work well with a very wide range of people. ! ! ! ! SECTION I ! WHAT I BELIEVE I CAN CONTRIBUTE TO A TEAM: ! ITEM # ! 10 I think I can quickly see and take advantage of new opportunities. ! Enter the points on the answer sheet provided at the rear of this document.
These points may be distributed among several sentences: in extreme cases they might be spread among all the sentences or ten points may be given to a single sentence. Further modelling revealed that the Belbin team roles fit easily into a “Big Five” five-factor personality framework.! ! ! BELBIN TEAM ROLES (Self-Perception Inventory) … ! ! INSTRUCTIONS ! For each section distribute a total of ten (10) points among the sentences which you think most accurately describe your behaviour. Application of a correlated uniqueness model in a confirmatory factor analysis showed the Belbin team role model to be overparameterized and to lack both convergent and discriminant validity. Application of the Campbell and Fiske criteria to the matrix did not produce clear support for discriminant validity. A multitrait-multimethod correlation matrix derived from the data collected from the participants was employed to evaluate the convergent and discriminant validities of the Belbin team roles. The 338 participants were drawn in approximately equal measure from managerial and non-managerial levels from equal numbers of manufacturing and public service organizations. The Belbin team role preferences of the members of 55 teams were assessed by three independent methods: (1) Cattell's 16PF (Form 5) personality questionnaire, (2) video observation of a business simulation exercise and subsequent analysis with a Belbin behavioural checklist, and (3) Saville and Holdsworth's Occupational Personality Questionnaire.
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