Teams without roles: empowering teams for greater creativity

Criticizes Belbin′s team‐role theory on the basis that roles are only appropriate in highly static organizations. Also argues that most teams have no set roles and that every member often takes the roles of others. Rather than assign roles, it is more empowering to teach all team members how to manage teamwork effectively.

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Year of publication:	1995
Authors:	McCrimmon, Mitch
Published in:	Journal of Management Development. - MCB UP Ltd, ISSN 1758-7492, ZDB-ID 2020272-6. - Vol. 14.1995, 6, p. 35-41
Publisher:	MCB UP Ltd
Subject:	Roles \| Teamwork

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Type of publication:	Article
Type of publication (narrower categories):	technical-paper
Language:	English
Other identifiers:	10.1108/02621719510086165 [DOI]
Source:	Other ZBW resources

Persistent link: https://www.econbiz.de/10014883179