In large organizations, AI is accelerating innovation, changing information flows, and augmenting talent—which requires a different type of leadership.
Strategy is key in the AI-age, with 85% of respondents saying that successful leaders at AI-enabled companies must possess strategic vision and three-quarters noting the importance of business insight.
Rather than traditional oversight, leaders should emphasize delegation and empowerment and demonstrate inspiration and empathy for employees.
AI-enabled companies are beginning to experience a self-reinforcing virtuous cycle: where AI enables a new kind of leadership, and those leaders are more able to maximize the impact of AI.
The proliferation of AI has led to increasingly decentralized corporate structures and new ways of working. At companies around the world, we’re seeing more democratized skill-building, flatter hierarchies, dismantled organizational divides, and less traditional supervision.
These shifts have profound implications for companies—and for the leaders who run them. Those at the helm of startups or incubators have long understood the leadership style that enables success within their organizations. These are the environments in which jazz leadership has thrived: an ensemble approach that, unlike an orchestra, is free-flowing, collaborative, and able to constantly evolve to create something new.
As AI enables larger companies to adopt many of the characteristics of these smaller, more disruptive organizations, they will need to adapt their leadership style accordingly. This is a key finding from our recent survey of 160 senior executives at Chinese companies representing 13 industries. More than 80% of the companies operate internationally, and half of those companies have more than 10,000 employees. READ MORE
By Fang Ruan (阮芳), Nikolaus Lang, Vincent Chin, Sagar Goel, and Regina Tsai
Source: bcg.com
Take a look at today’s headlines and you’ll see a clear prevailing narrative about women and AI: There’s a gender gap. Women are more skeptical and slower to adopt, and a usage gap today equals an opportunity gap tomorrow. Chief and The Harris Poll’s latest research tells a different story.
What will it take to close the growing trust gap in leadership? Faced with a host of pressing global challenges – from intractable conflicts and a fragmenting world economy to the climate crisis and the rise of artificial intelligence (AI) – trust has become essential.
The old leadership model is expensive and commercially outdated. The command-and-control paradigm was built in a time where things were less unpredictable. The world is now operating in constant volatility. This leads to workers who need and expect autonomy, flexibility, and meaning, not micromanagement.
