Teams without roles: empowering teams for greater creativity

Abstract

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 allteam members how to manage teamwork effectively.

Citation

McCrimmon, M. (1995), "Teams without roles: empowering teams for greater creativity", Journal of Management Development, Vol. 14 No. 6, pp. 35-41. https://doi.org/10.1108/02621719510086165