The world is becoming increasingly digitized, where rapid changeovers at companies are a must to continue competing. Technological development has shown the possibilities for flexible workplaces without requirements to be at a specific physical location. Leading hybrid teams and making decisions can be challenging when they are not dependent on time and space. The purpose of this paper is to investigate how decision-making is affected by hybrid work. The study assumes leadership and decision theories such as E-leadership, strategic decision-making, and decision processes. The study has applied a qualitative case study through semi-structured interviews with eight leaders at a Swedish telecom company. The results showed that the decision-making process looks different in physical and virtual contexts. The results indicate that informal conversations and cross-examination in a physical office environment are significant for overall decision-making. This type of communication does not exist in virtual contexts, and the decision-makers have a risk of omitting important information. At the same time, there is higher efficiency in virtual decision-making meetings.