The Indispensable Leader - Why Leadership Agility Trumps Artificial Intelligence: Leadership Lessons From The UK

On a recent visit to London and Oxford, The Liminal Space was fortunate to work with and learn from some of the brightest leadership minds on the planet.

One of the most talked-about topics was the emergence of Artificial Intelligence (AI) and its potential to displace leadership. My conclusion? Whilst AI is impressive and rapidly advancing, it will not replace agile leaders (Figure 1) - those ?equipped with the ability to learn rapidly in one situation before applying these lessons to new and challenging scenarios.

Figure 1: The Seven Facets of Leadership Agility

Here’s three reasons underpinning this conclusion:

1.????Human Connection and Empathy

Agile leaders possess the unique ability to connect with and understand people on an emotional level. AI, despite its remarkable capabilities, cannot replicate the depth of human connection and empathy these people bring to the table. By demonstrating empathy, active listening, compassion (Environmental Mindfulness) and seeking and acting upon feedback for improvement purposes (Feedback Responsiveness), agile leaders foster trust, inspire loyalty and create a sense of belonging amongst team members (Interpersonal Acumen). These human qualities are crucial for building strong relationships and driving organisational success.

2.????Adaptability and Complex Decision-Making

Although AI is second-to-none at processing data and making calculations, it falls short when it comes to adaptability and complex decision-making in unpredictable situations. Agile leaders on the other hand learn quickly, adapt to new circumstances and can think critically (Change Alacrity). They excel at navigating ambiguity, considering diverse perspectives and making informed decisions that align with organisational goals (Cognitive Perspective). These qualities are vital in an ever-changing business environment, where AI alone cannot match the breadth of human adaptability.

3.????Ethical Judgment and Responsible Leadership

AI lacks a moral compass and capacity for ethical judgment that agile leaders possess. Agile leaders not only consider the bottom line, but the ethical implications of their decisions. They know themselves, their strengths, gaps and values, navigate complex ethical dilemmas and act fairly (Self-Insight). Leaders with self-insight also foresee the potential impact of their decisions on others, foster an ethical work environment and align AI advancements with social responsibility.

However, when it comes to Drive-to-Excel, the fourth facet of leadership agility, AI has the advantage. This facet refers to the ability of a leader to drive multiple, strategic initiatives successfully over long periods of time - to put in the right amount of energy at precisely the right time without burning out. Obviously, AI doesn’t require sleep or nourishment, need to meet demands associated with family, attend to personal priorities and so on - it can deliver 24 hours, seven days a week without interruption! The key for success regarding this facet is the appropriate use of AI by leaders, to remove time-consuming leg work associated with strategic projects - akin to a student using ChatGPT to write an essay’s first draft before refining it to incorporate personal voice.

So, our conclusion post-my experiences in the United Kingdom? In the era of AI, agile leaders will not be replaced. The human qualities they bring to the table, such as empathy, personal connection, adaptability, ethical judgment and complex decision-making are not easily replicated by advanced algorithms. Rather, it will be the harmonious blend of human qualities with AI technological capabilities that will define effective leadership in the future.

If you’re keen to learn more about agile leadership or design a leadership program that meets the unique needs of your people, visit us at www.liminalspace.com.au or call +61421 220 486 - we’d love to collaborate with you!

References:

Chen, Y., & Takahashi, T. (2020). Ethical leadership, work engagement, and proactive behaviour: The moderating role of emotional intelligence. Frontiers in Psychology, 11, 3039.

De Geest, A., Lins, G., & Roodhooft, F. (2020). The interactive role of emotional intelligence and cognitive intelligence in ethical decision making. Journal of Business Ethics, 161(4), 825-846.

Roe, R. A., & Ester, P. (2022). Learning agility and employee development: A meta‐analysis. Journal of Organizational Behaviour, 43(1), 83-105.

ACEL Australia Dr Mathilda Joubert AISWA - Association of Independent Schools of Western Australia Chris Massey Dr Daniel Groenewald FACEL, FAIM Lisa Rodgers PSM Alan Jones Dean Dell'Oro Ross Barron Peter Allen Dr Alec O'Connell FACE, FAIM, FNAAUC Fiona Johnston GAICD Kalea Haran Judith Tudball Rebecca Clarke Stephmarie Snyman (MAHRI) Donella Beare Ivan McLean Professor Gary Martin FAIM Shani Andrews Joel Wynn John Finneran GAICD Liam Stakelum Nancy McNally Joanne Willesee Karena Shearing Rocky Collins Silvio Lombardi Meg Watson Penny Houghton

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