Category
Applied
Description
In today’s ever-evolving digital transformation business environment, market leaders are expected to make decisions at the speed of light, and those who have mastered the science of market disruption remain competitive. The quest to be a market leader and the ability to respond to market changes have become driving factors for decision makers who are increasingly integrating Artificial Intelligence (AI) into business processes and workflows, transforming how leaders analyze information, evaluate alternatives, guide teams, and remain responsive to digital evolution. Organizational decision-making processes, too, are not lagging in this ever-evolving digital transformation market. While AI-enabled decision-support tools eliminate or reduce to the barest minimum repeated processes that improve workflow efficiency, they also deliver predictability and data-driven insights. Presently, limited empirical data have examined AI's influence on leadership judgment and team or group dynamics. The adoption of AI is still at an early stage; therefore, it is critical to understand the psychological and behavioral implications of AI-assisted decision-making in this emerging market across managerial, functional, and leadership hierarchies. This study examines how the use of AI-assisted decision-support tools influences the quality of leadership decisions and psychological safety within organizational teams. The focal point of this research question is: To what extent does the use of AI-assisted decision support affect the quality of leadership decisions and team psychological safety in organizational settings? This study will draw from the Technology Acceptance Model (Davis, 1989) and Edmondson’s theory of psychological safety. The study hypothesizes that leaders who adopt and incorporate AI-assisted decision-making tools into their workflows and value streams will demonstrate higher perceived decision quality and foster stronger psychological safety within their domains than leaders who rely solely on conventional decision-making processes. A quantitative correlational research design will be employed. The study will target approximately 120-150 managers and team leaders working in technology-enabled roles. Participants will be recruited using professional networking platforms such as LinkedIn, professional associations, and organizational leadership networks. Furthermore, email invitations will be distributed within professional and academic networks. Participation will be voluntary, and respondents will complete an anonymous online survey that will measure their frequency of AI tool utilization at the direct, team, and organizational levels, their perceived confidence in leadership decisions, and their psychological safety within their teams using established organizational measurement scales such as Edmondson Psychological Safety Scale, Technology Acceptance Model, and General Decision-Making Scale. Correlation and regression analyses will be used to examine the relationships between AI utilization, leadership decision quality, and team psychological safety. The outcomes of this study are expected to contribute to the growing body of research on human-AI collaboration, providing empirical insights into how AI-supported leadership influences workplace outcomes. In practical terms, this study may as well inform leadership development initiatives, guide responsible AI implementation strategies, and help organizations leverage AI technology as a competitive edge while maintaining trust, collaboration, and sound managerial judgment.
AI-Augmented Leadership: Examining the Influence of Generative and Agentic AI Decision-Support Tools on Leadership Decision Quality and Psychological Safety in Organizational Teams
Applied
In today’s ever-evolving digital transformation business environment, market leaders are expected to make decisions at the speed of light, and those who have mastered the science of market disruption remain competitive. The quest to be a market leader and the ability to respond to market changes have become driving factors for decision makers who are increasingly integrating Artificial Intelligence (AI) into business processes and workflows, transforming how leaders analyze information, evaluate alternatives, guide teams, and remain responsive to digital evolution. Organizational decision-making processes, too, are not lagging in this ever-evolving digital transformation market. While AI-enabled decision-support tools eliminate or reduce to the barest minimum repeated processes that improve workflow efficiency, they also deliver predictability and data-driven insights. Presently, limited empirical data have examined AI's influence on leadership judgment and team or group dynamics. The adoption of AI is still at an early stage; therefore, it is critical to understand the psychological and behavioral implications of AI-assisted decision-making in this emerging market across managerial, functional, and leadership hierarchies. This study examines how the use of AI-assisted decision-support tools influences the quality of leadership decisions and psychological safety within organizational teams. The focal point of this research question is: To what extent does the use of AI-assisted decision support affect the quality of leadership decisions and team psychological safety in organizational settings? This study will draw from the Technology Acceptance Model (Davis, 1989) and Edmondson’s theory of psychological safety. The study hypothesizes that leaders who adopt and incorporate AI-assisted decision-making tools into their workflows and value streams will demonstrate higher perceived decision quality and foster stronger psychological safety within their domains than leaders who rely solely on conventional decision-making processes. A quantitative correlational research design will be employed. The study will target approximately 120-150 managers and team leaders working in technology-enabled roles. Participants will be recruited using professional networking platforms such as LinkedIn, professional associations, and organizational leadership networks. Furthermore, email invitations will be distributed within professional and academic networks. Participation will be voluntary, and respondents will complete an anonymous online survey that will measure their frequency of AI tool utilization at the direct, team, and organizational levels, their perceived confidence in leadership decisions, and their psychological safety within their teams using established organizational measurement scales such as Edmondson Psychological Safety Scale, Technology Acceptance Model, and General Decision-Making Scale. Correlation and regression analyses will be used to examine the relationships between AI utilization, leadership decision quality, and team psychological safety. The outcomes of this study are expected to contribute to the growing body of research on human-AI collaboration, providing empirical insights into how AI-supported leadership influences workplace outcomes. In practical terms, this study may as well inform leadership development initiatives, guide responsible AI implementation strategies, and help organizations leverage AI technology as a competitive edge while maintaining trust, collaboration, and sound managerial judgment.
