There has to be a time and a place for both of these activities. The secret is to know when to give feedback and when to offer advice. It is also essential that the recipients know when they are being given feedback and when they are being advised.
Issues to think about:
Virtual team members often complain of being ignored and feeling undervalued. They have very little (if any) face time with their Global Virtual Leader and can be left feeling like an anonymous commodity who is only contacted when things go wrong or blame needs apportioning.
A general rule of thumb would be that you need to spend more time talking to your remote members than to your local team members. This needs to be actively managed and needs a great amount of discipline, application and planning on the part of the Global Team Leader.