In recent years, we have seen a significant shift from traditional workplace arrangements to new hybrid working models where employees can work from home or in an office. As a result, there are new opportunities for employees to work flexibly and with autonomy. In this article, we explore how hybrid work affects employee well-being, with the main pathway being the concept of work–life balance. In addition, this paper examines the relationship between organisational support, leadership style, employees’ digital skills and characteristics, and the outcomes associated with hybrid work. There is a body of literature that uses three theories as a foundation: Boundary Theory, the JD-R Model, and COR Theory, which explain how hybrid work affects employee well-being through the mediation of work-life balance. The studies referenced show that hybrid working has brought more flexibility and overall job satisfaction to employees, along with some disadvantages such as work-related fatigue due to excessive use of technology, confusion and lack of clear boundaries between work and home, and the inability to foster close or meaningful social connections with colleagues. Organisational support and leadership geared towards enhancing employee well-being are essential for helping employees adapt to their work requirements and maintain well-being. In addition, demographic variables and digital skills influence how well employees are able to adjust to the demands of hybrid working environments. The research presented in this paper indicates that organisations should take a comprehensive approach to providing support through both flexible and formalised resources as a fundamental component of sustaining employee well-being globally within hybrid environments.