This research investigated how self-selected leaders spontaneously emerged in a virtual environment using the online medium to gain legitimacy and coverage. While conventional leadership has been studied extensively, ‘virtual leadership’ is a novel phenomenon, developing alongside technology. The questions of how virtual environments may be used to grow constructive participation, and the motives for so doing, are increasing in significance for a broad range of contexts. This research extends the Actor-Network Theory (ANT) proponed by Latour (1987) to account for virtual network development and describe the online behaviours of their actors. This chapter aims to characterize how ANT processes may be ‘virtualised’. The virtual leadership building model is proposed to explain how these processes were carried out, and collaboration and trust fostered early on in online relationships. The chapter also illustrates what the contribution of technology may be in facilitating the development of novel types of leadership.