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Co-ordinator (chairman) 
Mature, confident, a good 
chairperson 
Clarifies goals, promotes 
decision-making, delegates well 
Can be seen as manipulative, 
delegates personal work 
Shaper 
Challenging, dynamic, thrives on 
pressure 
Has the drive and courage to 
overcome obstacles 
Can provoke others, hurts 
people's feelings 
Monitor-evaluator 
Sober, strategic and discerning 
Sees all options, judges 
accurately 
Lacks drive and ability to inspire 
others, overly critical 
Teamworker 
Co-operative, mild, perceptive and 
diplomatic 
Listens, builds, averts friction, 
calms the waters 
Indecisive in crunch situations, 
can be easily influenced 
Implementer (company worker) 
Disciplined, reliable, conservative 
and efficient 
Turns ideas into practical 
actions 
Somewhat inflexible, slow to 
respond to new possibilities 
 EXAM FOCUS POINT 
Belbin's model of nine roles addresses the mix of team/process roles required for a fully functioning 
team. 
BPP Tutor Toolkit Copy

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CHAPTER 14
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INDIVIDUALS, GROUPS AND TEAMS 
 
365 
Role and description 
Team-role contribution 
Allowable weaknesses 
Completer-finisher 
Painstaking, conscientious, 
anxious 
Searches out errors and 
omissions, delivers on time 
Inclined to worry unduly, 
reluctant to delegate, can be a 
nitpicker 
Specialist 
Single-minded, self-starting, 
dedicated 
Provides knowledge and skills 
in rare supply 
Contributes only on a narrow 
front, dwells on technicalities, 
overlooks the 'big picture' 
4.2.2 A balanced team 
These team roles are not fixed within any given individual. Team members can occupy more than one 
role, or switch to 'backup' roles if required, hence there is no requirement for every team to have nine 
members. However, since role preferences are based on personality, it should be recognised that: 

Individuals will be naturally inclined towards some roles more than others. 

Individuals will tend to adopt one or two team roles more or less consistently. 

Individuals are likely to be more successful in some roles than in others. 
The nine roles are complementary, and Belbin suggested that an 'ideal' team should represent a mix or 
balance of all of them. If managers know employees' team role preferences, they can strategically select, 
'cast' and develop team members to fulfil the required roles.