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Testing the SMT and Belbin inventories in top management teams

Testing the SMT and Belbin inventories in top management teams This article focuses on, examines and contrasts two managerial inventories: the Spectral management theory (SMT) and the Belbin team roles inventory. The SMT inventory is one of the only approaches that involves not only a management typology, but also learning roles as well as team assessment. The theory leads to eight such types of managerial style, measured through an analytical instrument designed to enable people to identify their personal orientations. Belbin’s inventory is focused on team roles, prescribing nine options. Both were used to analyse members of top management teams in leading UK management buy‐outs. The analysis undertaken serves to enhance self awareness in the individual as well as team and organisational effectiveness. At the team level, it highlights the antecedents of successful teams, how and why they work together in harmony or dissonance, and what other teams may learn from the exercise. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Testing the SMT and Belbin inventories in top management teams

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730010318165
Publisher site
See Article on Publisher Site

Abstract

This article focuses on, examines and contrasts two managerial inventories: the Spectral management theory (SMT) and the Belbin team roles inventory. The SMT inventory is one of the only approaches that involves not only a management typology, but also learning roles as well as team assessment. The theory leads to eight such types of managerial style, measured through an analytical instrument designed to enable people to identify their personal orientations. Belbin’s inventory is focused on team roles, prescribing nine options. Both were used to analyse members of top management teams in leading UK management buy‐outs. The analysis undertaken serves to enhance self awareness in the individual as well as team and organisational effectiveness. At the team level, it highlights the antecedents of successful teams, how and why they work together in harmony or dissonance, and what other teams may learn from the exercise.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Mar 1, 2000

Keywords: Management development; Team building; Buy‐outs

References

  • Strategic planning openness: the role of top team demofigurey
    Bantel, K.A.
  • Top management team tenure and top manager causal attribution at declining firms attempting turnarounds
    Barker, V.L.; Patterson, P.W.
  • Managerial development through self and group evaluation of managerial style
    Baruch, Y.; Lessem, R.
  • Job analysis – can it still be applied?
    Baruch, Y.; Lessem, R.
  • The spectral management type inventory – a validation study
    Baruch, Y.; Lessem, R.