The behavior of managers not only shapes team culture but also directly impacts the success of team members. How leaders make decisions, communicate, and set priorities often reflects broader business trends and changes in the market environment.
In the past, strict hierarchies and firm control were the foundation of the corporate world. Knowledge was clearly distributed across organizational levels – superiors made decisions independently, while team members often took on a more passive role. According to Belbin Team Roles®, a quality leader was identified as the Shaper. This role entails a decisive and assertive leadership style focused on goals. Today, the market is quite different. Successful organizations cannot rely on strict hierarchies and individuals making all key decisions. Instead, they increasingly depend on collaboration, adaptability, and flexibility, fostering the exchange of ideas and accountability within teams.
The shift from hierarchical structure to a model that encourages autonomy, responsibility, and freedom
With the emergence of unbossing, some organizations are shifting from the traditional "leader" model to a leadership approach that empowers teams and encourages employee autonomy. Unbossing is a business management strategy that involves reducing or even completely eliminating traditional hierarchical structures within organizations. The focus is on autonomy, team self-management, and equality among employees. The idea is to provide employees with greater responsibility and freedom in decision-making, which can lead to increased creativity, innovation, and efficiency.
This approach emphasizes leadership as support rather than just authority. Employees are encouraged to take responsibility and actively participate in decision-making. Such leadership paves the way for a new generation of leaders who do not merely manage hierarchically but act as mentors and catalysts for development.
These circumstances require a greater focus on managing relationships within teams and developing cooperation skills. This opens space for a leadership style based on empathy, open communication, and building team cohesion – qualities that women tend to nurture more often in their leadership roles. According to Belbin team roles, this leadership style is most commonly associated with the Teamworker role, which fosters collaboration and strengthens team cohesion.
Will Teamworkers replace Shapers?
Interestingly, Shapers, due to their decisiveness and assertiveness, have traditionally been associated with men, while the Teamworker role, characterized by empathy and concern for the team, is more frequently associated with women. Although Teamworkers brings numerous advantages to leadership and is becoming increasingly sought after, a results-oriented approach remains just as important. Therefore, the key to successful leadership does not lie in excelling within a single team role. Likewise, successful leadership is not tied to just one gender. The key to effective leadership lies in recognizing one’s authentic style and combining different roles, traits, and approaches. A quality leader will combine strategic focus and decisiveness with empathy and adaptability, thereby successfully inspiring and motivating the team and ultimately achieving growth and results.
The strength of good leadership lies in balance
Various studies confirm that combining different approaches and team roles is the key to success. According to research by McKinsey & Company, companies with greater gender diversity in executive teams are 25% more likely to achieve above-average profitability compared to those with lower diversity. The study also confirms that organizations with a higher proportion of women in leadership positions achieve better business results. Such companies demonstrate increased innovation, a better work atmosphere, and greater financial stability.
To achieve better balance within a team, we often use the Belbin methodology, which defines a team role as a set of behaviours that indicate our preferences and ways in which we can contribute to the team. According to this methodology, every successful team must be composed of different team roles. Personalized reports identify how each person can contribute to the team and what potential they hold within themselves. Such data help us understand and embrace differences and are particularly useful for developing team relationships. This is why Belbin increases efficiency and creates a pleasant working environment. Compared to other tools, Belbin provides a 360° assessment, showing not only how we see ourselves but also how others perceive us and how we function in relationships with others.
According to the SELECTIO Index, the proportion of women on management boards of organizations within the CROBEX system is 22.5%. However, a good example of employers striving to achieve better business results through a gender-equal system are companies that hold the Equal Pay Champion certificate. This certificate was introduced to reduce the gender pay gap and ensure the right to equal pay for equal work. A positive trend is also visible among hundred organizations that have the Employer Partner certificate. Namely, Employer Partner certificate holders report an increase in the number of women in management, which now averages 43.3%, while the proportion of women in management boards currently stands at 30.5%, compared to 25.9% last year.
