The shift from traditional to virtual project teams has transformed the landscape of project management, driven by advancements in technology and globalization. This study critically examines the dynamics of managing traditional and virtual project teams through the lens of two case studies: the Burj Khalifa Tower project, managed by a traditional project team, and DigiCo's FLEC project, led by a virtual team. The findings highlight the distinct challenges of each management approach, including communication barriers, resource allocation complexities, and trust-building issues. For virtual teams, technological proficiency, cultural intelligence, and adaptability emerged as critical competencies, while traditional teams benefitted from physical proximity and structured resource coordination. The report underscores the necessity for project managers to adapt their skillets to meet the demands of virtual project management, emphasizing the importance of trust, team cohesion, and effective use of digital tools. By drawing comparisons between these operational contexts, this study offers practical insights for enhancing leadership strategies in diverse project environments.