has largely focused on outcomes differentiating between individuals who do and do not engage in remote work. However, as Zhang, Yu and Marin (2021) point out, during the Covid-19 pandemic, many employees were forced to work remotely. The beginning of the pandemic was marked by a rapid transition to virtual work, closures of traditional workspaces, physical distancing requirements, difficulties distributing technology and adapting to at-home work conditions, and feelings of isolation and hopelessness among newly virtual employees. Within this, the employee satisfaction and health outcomes associated with virtual work, largely neglected by pre-pandemic literature, have quickly come to the forefront of management research. Pre-pandemic studies found that the high levels of perceived electronic dependence and lack of copresence which often accompany virtual work can negatively affect critical psychological states of experienced meaningfulness, experienced responsibility, and knowledge of results. Likewise, while a supportive communication climate predicts satisfaction and commitment and includes variables such as participation in decision-making and communication openness, these factors are more difficult to establish in virtual settings. Thus, satisfaction among the team members of a virtual team has been shown to be less positive than satisfaction among face-to-face teams. This drop in satisfaction is due in part to difficulties building trust without face-to-face communications, a necessary part of high-performing virtual teams. However, effective management and adherence to proper goal setting principles specific to the nature of work virtual teams require can lead to improved team effectiveness. If a team and its corresponding management is not prepared for the challenges of a virtual team, this will be difficult to achieve. Recent research by Zhang, Yu, and Marin (2021: 802) discovered that workers had a generally positive attitude towards working at home, citing the availability of collaboration and communication tools, increased productivity, and remote learning and flexible work hours. Conversely, workers frequently complained that long hours of teleconferencing could be draining, individuals’ capacity to work remotely was impeded by suboptimal home office setups, information-sensitive work was susceptible to cyber-security attacks, and that decentralized set-ups harmed work team engagement. While some workers experienced improved work-life balance due to spending more time with family, others reported their work-life balance was harmed due to difficulties maintaining the boundary between family and work. Care in Connecting Rather than “social distancing,” Gibson (2020) proposes the approach Care in Connecting, which acknowledges the need for caution in terms of physical proximity, but also promotes the urgent