Objectives:
The aim of this article is to provide an in-depth analysis of selected models of managing distributed teams and to formulate practical recommendations, that may support organizations in the effective adoption of hybrid work.

Material and methods:
The foundation of this study is a review of both national and international literature, complemented by a comparative analysis of distributed team management models and insights from the reports of consulting companies.

Results:
The conducted analysis demonstrates, that the successful implementation of hybrid work requires a comprehensive and systemic approach that integrates three key dimensions: technological, organizational, and social. The findings simultaneously point to significant challenges and risks associated with hybrid work, including the erosion of organizational culture, the weakening of team cohesion, and the risk of marginalization of remote employees.

Conclusions:
It is emphasized, that hybrid work is no longer a temporary solution and has become a permanent and strategic component of contemporary organizational management models. The analyzed frameworks, such as REALM and ROWE, highlight the fundamental role of flexibility and trust in shaping an effective hybrid work environment. The recommendations underline the necessity of a phased and system approach to the integration of this model.