In this article, the authors investigate the existing relationship between different elements of team empowerment. The authors looked at the existing relationship between empowering the team and the performance of the virtual team within the moderating role played by face-to-face interactions. The study used 35 virtual teams engaged in sales and services in a high-technology organization. In the study, it was documented that team empowerment was positively related to an independent assessment of the performance of a virtual team and the rate of customer satisfaction. The study further found out that the frequency of face-to-face meetings tended to moderate the relationship between team empowerment and the improvement of the process. Overall, team empowerment was found to be a strong predictor for improvement of virtual team performance, especially for those teams that met face-to-face less than those that met frequently.