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the different stages of an individual's psychological journey through change, basing it on the observation of how people react emotionally to grief. Identifying what phases individuals undergoing a change are going through can help when deciding when to communicate information, what level of support is required, and when best to implement final changes. All these models emphasize the iterative aspect of change (Rosenbaum et al., 2018) and share a common awareness of the need for change, which brings motivation. The groups concerned feel, or are brought to feel, the necessity of transforming an unsatisfactory situation. Moreover, these developed models show the importance of evolving a new state considered preferable to the previous situation. Once achieved, if the process was successful, this desired state should remain for some time. Some models put more emphasis on the effort to be made in the final stages so that the change cannot be lost, and the team does not return to where it was at the very beginning. The situation that we describe in this paper is different, mainly in that individuals are faced with an external intervention that asks them to change as quickly as possible, without going through the phases described in the models mentioned. It will be interesting to see if all people reacted the same way and to identify the factors that will undoubtedly determine the extent of the return to old habits after the crisis. sonal lives; iii) The fact that smart work may be different from remote work; iv) The conviction that managers must adopt new styles of leadership. A fundamental difference is that managing at a distance requires managers to change their point of view to encourage the autonomy of their subordinates. They still need to monitor results, but they must agree not to investigate how those results were achieved. On this point, the values carried by the company can help managers by creating this very rare link which makes it possible to unify the what and the how. This article focuses on the vision that leaders have of the pandemic period, its difficulties and its possible contributions. It adopts the perspective of the top management team to analyze in greater depth, the last point mentioned above: How can managers strengthen the team without being present in person? How can the figure of the manager face the pandemic phenomenon and people's fear? How can managers remain in the same position and also assume a new role in the current global crisis that entails changing management methods? INTRODUCTION The spread of the Covid-19 pandemic has forced all companies to ask more of their employees and managers. For many, the discovery of the fragility of our economy and of our well-being was an element of surprise. The lockdown period has or should have opened the way to create new opportunities to change approaches, to reflect on the consequences of a system based on constant growth, and to establish new values. Moreover, this crisis has affected the world differently and it has accentuated the differences between poor and rich countries, but also within rich countries: populations who can stay at home on the one hand and people dedicated to production-or worse, employees and temporary workers-on the other hand. Finally, the lockdown suspended many civil liberties such as the freedom to move within a country, bringing about unprecedented growth in remote working. Thus, managers had to manage and energize individuals and teams remotely. They had no choice and almost no specific training. Nevertheless, generalized virtual management allowed people to discover the true meaning of work. To work is not only to act or to produce, but it is also to occupy a position as an individual within a company, pointing out our social relations and the sense of the consideration of each individual. This imposed development has had several consequences: i) The discovery that the remote way is really a different job; ii) The emergence of new challenges between time devoted to work and to per- Virtual management and leadership Leadership influences the group also in cases in which there are no hierarchical links (Burke et al., 2006; Dirani et al., 2020; Samimi et al., 2020). In the modern concept of leadership, which belongs to the American tradition of the matrix company, creating a subordination link is not necessary (even if it may help), because the staff accept function links. To be influential, we need leadership at the team level and leadership values, a double binding that gives managers a double function: hierarchical and functional. In the literature, a large space is devoted to managing virtually, an approach mainly referring to those who have a team spread throughout the world and seldom referring to managers who stay close to their employees and make them use a virtual system due to the spread of Covid-19. During the Covid-19 crisis and repeated lockdowns in various countries, the manager was obliged to avoid using a bureaucratic form of control and to instead use different approaches and practices to manage virtual teams. New technologies are at the heart of the system. It would be impossible to manage efficiently without them (Karolak, 1999; Malhotra, 2000; Sotomayor et al., 2009; Staples \& Ratnasingham, 1998). Creating trust, the biggest item in a team, is very difficult to produce virtually (Bisbe \& Sivabalan, 2017; Caulat \& De Haan, 2006; Kanawattanachai \& Yoo, 2002; Mumbi \& McGill, 2008; Ridings et al., 2002). Having a correct videoconference system and other technological tools can help the team to build trust but the virtual situation makes it difficult (Avolio et al., 2010; Kahai et al., 1997). The flexible way of working is considered favorable (Liao, 2017; Sarros et al., 2008), but effectiveness in leadership can be an issue. Only a change in management styles can favor the efficiency of management and give new roots for virtual management. Kurt Levin, also following the critics (Cherry, 2006; Hussain et al., 2018), showed the difference between authoritative, autocratic, and democratic leadership modes. Schmidt (2014) and Caulat (2012) added that in this case, comparing to special context, leadership is strongly influenced by the medium and the frequency of the communication style. Communication is important to see acting leadership and look at the managers' approach (Gibson \& Cohen, 2003; Hambley et al., 2007; O'Neill et al., 2009). Communication style can be influenced by the difference between cross-cultural managers and the cultural frame (Arun \& Kahraman-Gedik