Globalization and technological developments have made it possible to engage in virtual work modes. Globalization also enabled an enormous spread of the ongoing pandemic of covid-19. A situation that forced previously co-located teams to become virtual teams. This required an adaption for leaders to lead in an environment that differs vastly from traditional ones.We conducted a multiple case study with an abductive approach and qualitative method in which 10 semi-structured interviews were held with practitioners across 3 business cases that were experiencing a transition into a virtual work mode.The findings suggest that the work relations between leaders and followers change in several ways when previously co-located teams become virtual teams. This entails new challenges and a shift in the use of leadership styles as well as follower behavior.