Virtual Team Building Events

Activity Description

Activity Overview

This activity helps the leader identify his or her goals and the strengths they will build from, as they embark on their leadership growth journey.


  • To identify six dimensions of leadership.
  • To demonstrate how the skills in each competency vary according to job role or level of leadership.
  • To assess one’s strengths and needs for present or future leadership positions.
  • To develop an action plan for professional development.

Materials Required

  • Copies of the attached documents
  • Flipchart
  • Tables and chairs

Activity Variations

Distribute the materials to all participants before presenting this module, so they have the opportunity to carefully complete them before the event. Provide enough time in the event to cover all six dimensions in one sitting.

Step by Step Instructions

  1. Explain that the organizational Leadership model used for this activity separates the management staff into three levels:
    Middle Management
    Top Management

    It organizes leader responsibilities into six dimensions or competencies:
    Performance Management
    Coaching and Counseling
    Human Relations

  2. Explain that the emphasis within each competency shifts as an individual moves up the leadership ladder. For example, a top manager or executive devotes more time to long-term planning and forecasting than a middle manager, who needs to focus on developing programs to implement the plans. Lower level supervisors, on the other hand, are responsible for executing the plans. All these activities lie within the planning dimension, but the focus is tied to each person’s job role. As leaders change levels, they must also change behaviors. This requires giving up some activities (even if they were good at them) to devote enough time to new leadership responsibilities.
  3. Distribute a copy of Handout 17.1 to each participant. Ask them to focus on a single competency, such as Communication. Explain how to read the matrix. As an example, choose one level (i.e., middle management) and review the skills generally required of leaders at that particular level.
  4. Ask participants to focus on the leadership position they currently hold as they complete this assessment.
  5. Coding directions for the assessment are as follows: “Read each leadership behavior or competency in the selected column. If you already possess or have mastered a skill, decide how strong you are in that skill.
    The rating code is:
    +3 Perfected this skill and use it easily
    +2 High degree of proficiency
    +1 Some proficiency

    If the skill needs to be developed, use this rating code:
    –1 Needs some perfecting
    –2 A lot of work is needed
    –3 A completely undeveloped skill

    Place your rating number to the left of the box showing each skill. Do not forget the plus (+) or minus (–) sign. For example, “+1 in Writing Reports.”

  6. Once all participants have rated each item in the selected column, ask them to review all areas with a minus sign.
  7. Next, distribute Handout 17.2, and ask people to list up to three skills in the numbered spaces to the right of the competency. Explain that the columns marked “Strategies” and “Resources” is where they record ideas for achieving their development goals. Have the participants select a second competency that most interests them and follow the steps just outlined.
  8. Form groups with a maximum of five participants or have them gather into their already formed IDEA groups. Take 10 to 15 minutes to discuss their responses to the following questions:

    How accurately did the model fit what you actually do in your leadership position or what you imagine a person at that level should do? What did you observe about yourself? What surprised you? Explain what you mean. Based on your observations and your own plan, what are the implications for your leadership development?

  9. Reassemble into one large group, and ask a representative from each small group to summarize responses to the questions in Step 8.
  10. Then, address the issue of “overlap” between levels. For example, many participants will say that they don’t seem to fit neatly into only one column—they use some skills from the supervisory, middle, and top-management categories. You will need to point out that in small organizations, where fewer people do all the work, or in new ones that have not clarified and institutionalized job roles, there will be an overlap of responsibility and instances where individual employees must take on tasks that go far beyond their defined roles.
  11. Next, explain that no human behavior is so cut and dried he or she can be classified into only one dimension. The leadership behaviors described in this model are often interrelated: Conflict resolution appearing under “Human Relations” might also be a component of “Counseling” or “Communication.”
  12. Reinforce that leadership is complicated; it is made up of many skills and behaviors. The instrument is designed to make participants aware of these leadership skills. Reassure them that the purpose of the assessment is not to make them think they must possess all these skills, but rather to focus on the skills they will need to be an effective leader in the position they now hold.
  13. Remind participants that becoming a good leader takes time. As individuals, we change as we learn and grow. Because leadership opportunities and positions change, it is important to review one’s leadership strengths and challenges on a regular basis. Complete a new self-assessment quarterly, bi-annually, or annually within a position, but also when you are considering a new leadership position.
  14. Summarize the original objectives for this activity and how you will use what participants learned about their own leadership skills in the remaining modules of your leadership program.

Activity Overview

Take time shortly after conducting this activity to reflect on how it went, how engaged the participants were, and what questions they raised. Then, make notes that include how much time you actually spent on the activity.

Leadership Evaluation

Basic Details
Property Type : Team Building
Listing Type : Placeholder
Activity Type : Team Building
Focus On : Communication, Having Fun, Leadership
Outcome Based : Yes
Facilities : Indoor
Props Required : Minor
Duration : 26+ minutes
Exertion Level : Low
Group Size : 1 - 8, 9 - 16, 17 - 30
Age : Adults