In this TREO paper, we use theory on Global Virtual Teams’ (GVTs) continuities/discontinuities (Watson-Manheim et al., 2012) to examine how leadership is (re)configured in response to dynamic membership in contemporary GVTs by studying 16 GVTs whereby we unexpectedly switched 28 members between different GVTs half-way through the project. Drawing on observations, communications extracts, and 274 reports completed by our participants before/after the unexpected switch, our preliminary analysis begins to unpack the mechanisms through which leadership is reconfigured to accommodate dynamic membership. The mechanisms show how dynamic membership as a discontinuity reconfigures leadership, subsequently generating new continuities.