Leaders in the Age of AI
Randy Wolken, President & CEO
In the modern world of work, artificial intelligence (AI) is transforming how organizations operate and how people do their jobs. But even as AI becomes more powerful, the need for strong human leadership has never been greater. In a recent article by McKinsey, titled “Building leaders in the age of AI,” the authors explain that while AI can take on many tasks, authentic leadership—the kind that inspires people, guides organizations through uncertainty, and fosters innovation—remains uniquely human. Leaders who succeed will be those who blend human strengths, such as empathy and judgment, with a deep understanding of AI, using technology as a partner rather than a replacement.
AI systems today are capable of writing, designing, coding, and performing detailed analysis at a high speed. They can help prepare presentations, summarize data, and suggest solutions in seconds. But this impressive capability doesn’t equip them to lead. AI lacks emotional intelligence, the ability to make value-based decisions, and the responsibility that comes with holding others accountable. Authentic leadership involves understanding people, setting goals that inspire, and steering teams through ambiguity—skills that AI cannot replicate.
Instead of replacing leadership, AI should enhance it. The leaders who thrive will view AI as a teammate that helps them think more deeply and act more effectively. They will use AI to inform decisions, explore possibilities, and free up time for the work that only humans can do, like building relationships, creating vision, and enrolling people around a shared purpose.
Traditional leadership often focused on command-and-control—telling people what to do and how to do it. In the age of AI, this approach becomes less meaningful. Because AI systems and hybrid human‑AI teams can handle more of the detailed work, leaders must shift toward a more contextual approach. This means shaping environments where people and AI systems can collaborate successfully.
Instead of directing every step, leaders should define clear values, set guardrails, and build trust. They need to establish what quality looks like in their organization, help people understand why their work matters, and give teams the freedom to experiment and solve problems. In these ways, leaders support adaptability and resilience—skills that are especially valuable when business conditions are changing rapidly.
The article identifies three key areas where human leaders provide irreplaceable value: setting aspirations and mobilizing people, exercising sound judgment, and fostering creative breakthroughs. Leaders are uniquely capable of creating bold goals that motivate others, weighing choices against values, taking responsibility for outcomes, and nurturing innovation that goes beyond past patterns.
If leadership is evolving, organizations must also rethink how they identify and nurture future leaders. Technical skills alone aren’t enough. Instead, companies should focus on people who demonstrate resilience, curiosity, and the ability to work flexibly in teams that include both humans and AI systems.
Current research suggests that traits like eagerness to learn and adaptability predict long‑term success better than academic credentials or traditional resumes. With this in mind, organizations are starting to use new methods to spot potential leaders, such as real‑world simulations, hands‑on evaluations, and stretch assignments that reveal how candidates handle uncertainty.
Developing future leaders also requires building a learning environment that fosters continuous growth. Organizations should encourage experimentation, test new ideas openly, and learn from both successes and failures. Leaders themselves play a role here by modeling learning behaviors—sharing insights, listening to diverse viewpoints, and creating spaces where people feel safe taking risks.
The article also highlights the importance of leaders protecting their own time and energy. With many demands competing for attention, the best leaders deliberately preserve time for the most meaningful work, especially work that involves people and long‑term decisions.
As we are building leaders in this new age of AI we must remember: AI is a transformative tool, but leadership—the creativity, judgment, empathy, and responsibility that define human interaction—remains fundamentally human. Organizations that invest in leadership development, embrace continuous learning, and reimagine how they identify talent will be better positioned to thrive in a changing world.