The purpose of this master's thesis is to shed light on the possible ways of achieving interpersonal connectivity through virtual relations work. The empirical research is carried out in both a private and a public organization to ensure a broader external validity of the findings. In both organizations, we found strong desires to strengthen the bond between leadership and the employee and between employees. This allowed us entrance into their workplace to provide enlightening perspectives of the defining aspects in creating and maintaining interpersonal connectivity. Based on Hafermalz & Riemers' theory of interpersonal connectivity, we have identified three approaches for online leadership: hesitant, supportive, and dictating leadership. We conducted nine semi-structured interviews with leaders and employees as an empirical basis for our venture into the digital workplace. Afterwards, we conducted two follow-up interviews with the leaders of each organization which focused on the issues brought forth by the employees, which made for a well-rounded basis for the analysis. Our findings include a formalized meeting culture, the concept of staged smalltalk, and a double-edged effectiveness while isolated. Based on our analysis, the master's thesis shows a deeper understanding of building connections and establishes the need to focus on salient needs, such as feeling connected with colleagues and leaders. Technological advances have resulted in an expansion of mobility, allowing employees to work remotely. In the face of this radical change and the change in our society due to the COVID-19 pandemic, this master's thesis outlines how interpersonal connections are still highly regarded and seen as indispensable in everyday work-life.