Hybrid work redistributes when, where, and through which channels employees encounter leaders, colleagues, information, and career-relevant opportunities. This redistribution complicates inclusive leadership because practices that foster inclusion in co-present settings may not travel evenly across physical and digital boundaries. This article develops an original non-empirical boundary-conditions model linking inclusive leadership to four analytically distinct domains: belonging, voice, visibility and recognition, and opportunity. The synthesis treats digital mediation neither as inherently inclusive nor as intrinsically exclusionary. Instead, it argues that leadership effects depend on whether hybrid arrangements preserve relational access, make contribution channels usable, render work appropriately visible without demanding costly signaling, and distribute career-relevant attention and opportunities without privileging physical presence. The model further incorporates organizational, technological, gendered, intersectional, household, and leader-capacity conditions that can strengthen, weaken, or redirect these relationships. Inclusive leadership is therefore conceptualized as potentially compensatory when it restores access lost through digital distance, but insufficient when inequality is embedded in work design, collaboration networks, policy enactment, or recognition systems. The article contributes by separating inclusion from representation, leadership intent from enacted experience, visibility from recognition, and flexibility from equal opportunity. Its propositions remain evidence-bounded: the underlying literatures are heterogeneous across sectors, countries, levels of analysis, and research designs, and few studies jointly test inclusive leadership, hybrid mediation, gendered inequality, and the four focal inclusion domains. The model consequently offers a theoretically organized agenda for validation rather than a claim of universal effectiveness.
