Interpersonal influence in the workplace – part 3: some research findings – influencing behaviour and team role behaviour

Abstract

Purpose

This article aims to present some further research findings that explore the relationship between influencing behaviour and team role behaviour.

Design/methodology/approach

The research is based upon data collected by the authors during training and development activities that they carried out and/or were involved in.

Findings

The main conclusion is specifically related to the revised model of team roles put forward by Manning et al. This was developed in response to perceived limitations in Belbin's original formulation of team role theory. It builds on and develops the idea that there is a significant social dimension to team roles.

Originality/value

The research is based upon data collected by the authors during training and development activities that they carried out and/or were involved in. Information collected comes from a work‐based sample of men and women, at all organizational levels, in a variety of mainly public sector organizations in the UK.

Citation

Manning, T., Pogson, G. and Morrison, Z. (2009), "Interpersonal influence in the workplace – part 3: some research findings – influencing behaviour and team role behaviour", Industrial and Commercial Training, Vol. 41 No. 1, pp. 20-26. https://doi.org/10.1108/00197850910927723