Purpose: This paper aims to better understand how to lead toward creativity in virtual work in a start-up context. Design/methodology/approach: The study investigates the participants' experiences about the learning challenges in leadership toward creativity in virtual work in a start-up company and the meanings attributed to their experiences, and the measures they see to meet those challenges. The data have been gathered on a Finnish partnership start-up company through interviews capturing peoples' personal perspectives and experiences. This study uses a qualitative research study approach to better understand leadership toward creativity in virtual work in a start-up. Findings: The results underline the importance of co-creative and assertive coaching leadership in a start-up to foster creativity and create new shared value. Key persons' multiliteracy skills and lobbying are means to manage social and physical distances in virtual work. Practical implications: The study suggests collaborative coaching leadership and assertiveness for start-ups to minimize mistakes in virtual work. Practitioners must unlearn old courses of action to learn to operate in a start-up environment and utilize information and communication technology in a smart way. Originality/value: The paper gives empirical evidence in a start-up context about combining leadership and creativity within the virtual work research.