Redesigning the Leader Role for the Age of Artificial Intelligence: A Work Design Challenge
TL;DR
It is argued that AI leadership should be understood as a work design challenge and it is proposed that these changes shape leaders’ resource availability, well-being, and constructive or destructive leadership behaviors.
Abstract
Artificial intelligence (AI) is increasingly entering managerial work as an assistant, advisor, coordinator, and authority, thereby reshaping not only how leaders use technology but also what the leader role becomes. In this paper, we argue that AI leadership should be understood as a work design challenge. Drawing on work design theory, the SMART model, and conservation of resources theory, we examine how AI may alter leaders’ stimulating, mastery, agency-related, relational, and tolerable work characteristics. AI can enrich the leader role by reducing administrative burden, supporting decision-making, strengthening feedback, and enabling earlier detection of employee needs. However, it may also deskill leaders, reduce autonomy, intensify monitoring, weaken social connection, and increase role overload. We propose that these changes shape leaders’ resource availability, well-being, and constructive or destructive leadership behaviors. The paper advances a future research agenda and practical recommendations for redesigning leader roles so that leaders can thrive with AI.