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When working in globally distributed settings, the perception of presence in collaboration and the use of technology directly impact how people are able to act in daily work practices. This paper identifies new ways to transform the way people think about presence in global collaboration, with the aim of improving their work. Thus, the researchers conducted, an action research study over a period of 21 months, where collaborative partners working within a global engineering company were invited to participate in workshops facilitating improved global collaboration. Through two action cycles the techniques were improved in order to make people reflect upon current practices with the aim of transforming their perceptions of presence when working remotely. This paper builds on a sociotechnical approach and presents the results of the action research arguing that while discursive interventions challenging people's perceptions are important, the embodied experience of the activities are essential to be able to transform people's perceptions on presence and improve the global collaboration.

In this chapter, the authors explore how power processes can promote or hinder effectiveness in online leadership. The chapter offers a theoretical and empirical analysis of the power processes in online leadership, using the triangle of structural, personal, and discursive power as an analytical lens. The theoretical outset for understanding online leadership is the literature on boundaries and boundary-spanning leadership. The authors define online leadership as social influence processes mediated by technology to produce individual and collective efforts to accomplish shared objectives. The chapter is empirically based on material from one of the authors' PhD work on online leadership in a global Danish manufacturing company. The chapter illustrates how power can be used both constructively and destructively in online leadership.

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