As Internet technologies have grown, virtual employees have become a large part of many sectors of business. The problem is that virtual team members may have lower job satisfaction than counterparts in traditional roles and virtual workers may suffer from turnover. Transformational leadership is associated with higher employee job satisfaction and performance; however, it remains unclear how particular leadership styles may affect virtual employees. The purpose of this generic qualitative study was to describe the perceptions of virtual employees concerning their perceptions of extraversion/introversion of leaders and how they perceive the attributes of leaders when using different modes of communication, and how these issues affect their job satisfaction. A generic qualitative design was used with a purposeful sample from the population of virtual employees. The data were collected using an online questionnaire and qualitative methods were used to code and develop subthemes and themes. The results contained several themes: differences in interactions with introverts and extraverts; effectiveness and motivation driving communications with leaders; participants' perceived congruence between preferred leader and current leader and the follower's satisfaction level. The study's novelty was revealed in details of perceived leadership style and personality, and virtual communication modes. The participants indicated they perceive and interact distinctively with introverts versus extroverts, including an expectation to use different communication modes and preferences or bias toward introverts and extroverts. Context of communications tended to be functionally or relationally motivated for most participants. However, participants' motive and communication choices were often accommodating to the perceived leader personality types and aligned with follower's congruence and satisfaction with their leader. Conclusions and recommendations were that virtual workers' preconceptions about introversion and extraversion are relevant to virtual communication choices with leaders should be explored for research and for practice. Congruence between an ideal and current leader has been studied quantitatively but few contextual details were available in those studies. An unexpected finding was that some participants were congruent with their leader but were unsatisfied. Another conclusion and recommendation was that qualitative results found are consistent with other studies and based on these results can be further explored qualitatively.