As work is increasingly done across borders, the quality of this work depends upon electronically connected virtual teams. We examine the performance of women and men in face-to-face versus anonymous virtual teams. In anonymous virtual teams, women significantly outperformed men. The performance of face-to-face teams was better overalperformance was equivalent to that of men in face to face teams. While virtual teams experience lower performance and satisfaction than face to face teams overall, this difference appears to be due to lowered performance in men.