The growing adoption of artificial intelligence (AI) is reshaping remote and hybrid work through automation, digital collaboration, and data-supported decision-making. However, the availability of advanced technology does not by itself ensure employee engagement. Digital leadership and virtual team trust may influence how employees experience technological change, collaborate with colleagues, and remain connected to organizational goals. This paper examines the conceptual relationships among AI adoption, digital leadership, virtual team trust, and employee engagement within the emerging framework of Remote Work 3.0. It adopts a conceptual approach based on a thematic synthesis of literature on remote work, digital leadership, organizational trust, AI-enabled work, and employee engagement. The analysis draws on the Job Demands–Resources model, Social Exchange Theory, and Social Cognitive Theory. It proposes that AI adoption may support employee engagement when tools are useful and responsibly implemented, employees receive appropriate training, and leaders communicate transparently. Virtual team trust is considered a potential mechanism through which digital leadership may contribute to engagement, while digital leadership may strengthen the relationship between AI adoption and engagement. The paper offers a conceptual framework and managerial recommendations relating to leadership development, trust-building, employee autonomy, privacy, and human oversight of AI. The proposed relationships require empirical validation across organizational and industry contexts.