the important needs for successful conflict resolution is the ability to have every member of the group together repeatedly over time. Effective dispersed groups show spikes in presence during communication over time, while ineffective groups do not have as dramatic spikes. For the management of motivational and emotional processes, three groups of such processes have been addressed in empirical investigations so far: motivation and trust, team identification and cohesion, and satisfaction of the team members. Since most of the variables are originated within the person, they can vary considerably among the members of a team, requiring appropriate aggregation procedures for multilevel analyses (e.g. motivation may be mediated by interpersonal trust). Team Development The success and satisfaction of virtual teams can be supported by personnel and team development interventions. The development of such training concepts should be based on an empirical assessment of the needs and/or deficits of the team and its members, and the effectiveness of the trainings should be evaluated empirically. The steps of team developments include assessment of needs/deficits, individual and team training, and evaluation of training effects. Assessing behaviors of the team members to identify behavioral cues may improve virtual team dynamics and increase team productivity. Behaviors may be assessed through DiSC assessments. Virtual teams have become more pertinent due to Covid-19. For managers, some of the ways to foster virtual team growth and success include monitoring trust levels, focusing on communication improvements, fostering inclusion via emotional safety within a group, and actively discussing teamwork with the group frequently. Disbanding and Re-integration Finally, while some teams remain ongoing and continue with new tasks or members, some virtual teams with shorter time frames go through a phase of disbanding and reintegration, during which members return to in-person offices or join other virtual projects. This disbanding and reintegration of team members is an important issue that has been neglected in both empirical and conceptual work on virtual teams. When virtual project teams have a short life cycle and reform again quickly, careful and constructive disbanding is crucial in order to maintain high motivation and satisfaction among employees. Members of transient project teams anticipate the end of the teamwork in the foreseeable future, which in turn can overshadow interaction with other team members and shared outcomes. The final stage of group development should be a gradual emotional disengagement that includes both sadness about separation and (in successful groups) joy and