<p>As organizations increasingly embrace the hybrid model, understanding the key behaviours that drive managerial success becomes essential. This study employs a constructivist grounded theory to investigate the essential managerial behaviours necessary for supporting members of hybrid teams. Through semi-structured in-depth individual interviews with managers of hybrid teams and group interviews with hybrid teams’ members, a qualitative exploration was conducted to identify key competencies strengthening managerial support in hybrid work environments. The study’s hallmark finding is the emergence of ‘Managerial Presence’ as the substantive theory, elucidating key managerial behaviours necessary for effective support in hybrid teams: responsive engagement, flexibility and adaptability, connection and focus on help. In turn, four behavioural competencies were identified to enhance managerial presence: ‘Building meaningful relationships’, ‘Interpersonal communication’, ‘Adaptability and open-mindedness’, and ‘Proactivity and resourcefulness’. This study is the first qualitative exploration of managerial behaviours crucial for hybrid team support. The findings contribute to the existing literature on workplace presence by extending its scope to encompass the unique context of hybrid teams. Practical implications extend to HR practices, managerial education, and organizational resilience, with practical applications influencing HR processes, training initiatives, and competency frameworks. Insights gained from the research can guide organizations in optimizing the performance of hybrid teams. By recognizing the impact of managerial support and specific behavioural competencies, companies can strategically align their management practices with the requirements of a hybrid work model.</p>