This study aims to identify which practices are adopted by leaders of teams that are called “hybrid”. This is a relevant topic in the current administration scenario and signals trends in the future of work – whether through digital transformation, enhanced by new models of communication and work, or through the lack of data, information and practical proposals to improve business results. This is a comparative qualitative study, using multiple case studies as a method. All efforts in this work followed the precepts of scientific research, supported by a deep set of theoretical references: around 327 works were consulted and served as the basis for the method of formulating conclusions and recommendations, after analyzing the data collected on interviews with 27 hybrid team leaders, based in 14 countries. The study highlights the challenges of leadership and new adaptive models of providing feedback. Faced with the hybrid environment, leaders are seeking new approaches and applying alternative forms of communication to ensure that all team members are supported and guided effectively, regardless of the degree of “hybridity” of the work environment. Especially when members of hybrid teams work asynchronously and in a virtual environment, the transformation and inclusion of digital tools tends to be increasingly frequent, enriched with principles of storytelling, assertive communication, active listening, perception of behaviors in hybrid environments, sharing of purpose and greater openness to the inclusion of diversity. The study presents a “framework” that translates the four main dimensions of a hybrid team and its degree of complexity for providing feedback, as well as recommendations and practices considering the differences between the face-to-face and remote nature, and the degree of synchronicity of the work.