Global virtual working across cultures and the use of manager-as-coach programmes have been increasing. Although some research on culture in coaching, virtual coaching and the manager-as-coach exists separately, few studies have been undertaken on the line manager as a coach in a virtual and crosscultural setting. This article identifies relevant findings from existing studies with the aim of increasing understanding of the coaches’ skills requirements. Implications and conclusions for organisations using managerial coaching across cultures and geographies are drawn. Further research to deepen the knowledge of this specific coaching context is proposed.