IntroductionIt is clear that when looking closely at a physical organization versus a virtual organization, the main difference lies in communication and collaboration and how the leader of the organization communicates effectively with its followers. In a traditional organization, the leader leads from behind four walls, with face-to-face communication as the driving force to drive change in his or her organization. In a virtual organization, the leader still has the same authority to communicate with the organization, but it is often through email, chat, or online technology which some say are not personal and are often open to interpretation or the perception of what is actually said. The debate can swing like a pendulum, one way or the other, whether it is a physical or virtual organization, a leader must establish criteria to move the organization towards success. A strong leader within both types of organization must develop criteria for change that will move the organization forward. the common vision and goals of the organization and building trust within a group of followers. A servant leadership model may be the most effective criterion for change because it encourages all followers to become leaders inside and outside the organization. Emotional intelligence plays a crucial role in supporting servant leadership in building a leadership foundation that will advance the shared vision of the organization. Once a shared vision is in place with the support of followers, that is when learning teams can be put in place to ensure that the shared goals of the vision are achieved through learning communities professionals. Once these teams are established, a key element is the ability of all professional learners to become flexible learners in an effort to adapt to change. The final element is identifying useful data...... middle of paper ...... and change management decisions. Management Decision, 44(5), 644-657. Crippen, C. (2005). Servant leadership as an effective model of educational leadership and management: first serve, then lead. [Article]. Educational Management,18(5), 11-16. Edward E. Lawler and Christopher G. Worley. (2006). Design organizations designed for change. MIT Sloan Management Review, 48(1), 19-23. Retrieved March 12 from ABI/INFORM Global. (Document ID: 1145080661). Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Rightful Power and Greatness. Mahwah, NJ: Paulist Press. Jules, C. (2009). Feedback as a unit of work: A data-driven approach to organizational coaching. [Article]. Practitioner OD, 41(3), 8-12.Warrick, D.D. (2009). Develop organizational change champions. [Article]. ODP Practitioner, 41(1), 14-19.