The More AI Grows, the More Human Leaders Need to Be

AI is disrupting the global workforce faster than many imagined, and unease is rising across all levels of business. How can leaders adopt new technologies while also supporting teams through the uncertainty they bring?

While some still perceive Artificial Intelligence (AI) as little more than a gimmick and others see it as a threat to humankind, it continues to transform industries, streamline processes, and redefine how businesses operate. Amid the uproar of opinions and concerns, one thing has become increasingly clear: the more powerful AI becomes, the more critical it is for leaders to lean into what makes the workplace human. 

Matheko Waleng, Director of Executive Search at Signium in Johannesburg, shares her thoughts:

“AI is useful, but the impact on teams is being felt. Automation may replace some roles or shift team dynamics, and in some cases, it may contribute to leaner organisational structures. Executives are having to lead increasingly anxious teams through constant change.”  

The challenge for today’s C-suite is not to compete with AI, but to complement it. Amid a relentless stream of new technologies, organisations are turning to leaders who create space for empathy, authenticity, and social agility. 

Activating AI: 3 Steps from awareness to action 

Although leaders are expected to understand the possibilities and pitfalls of AI, knowledge alone isn’t enough. The most effective leaders are those who apply understanding in ways that protect the business, as well as unleash its potential:  

1. Move beyond awareness 

Staying up to date on AI trends is important, but it’s only the starting point. Effective leaders engage actively by exploring real-world use cases, understanding the risks, and staying alert to how AI is evolving within their industry. 

2. Use critical thinking to guide AI adoption 

Digital and technical literacy isn’t enough. Leaders must combine what they know with critical thinking, shaping how AI tools are implemented, monitored, and measured inside their organisations.  

“Companies must be careful not to follow the hype blindly,” says Waleng. “Responsible adoption of new tech and AI tools means asking the right questions at every step.” 

3. Lead the human experience of AI 

AI may drive operational change, but it’s human leadership that determines whether people come along for the journey. As technologies evolve, leaders must help teams to understand what’s changing, why it matters, and how it affects them. 

How can leaders stay human in a machine-driven world? 

The traits that define great leadership in the AI era are deeply human, and the ability to inspire trust and foster collaboration across diverse, digitally empowered teams now sits at the heart of human leadership. 

Develop people-first leadership skills 

According to a 2024 McKinsey report on GenAI skills, the most successful companies are investing heavily in developing not just technical capabilities, but human-centric leadership. Development efforts are increasingly focusing on areas such as communication, emotional intelligence, and cross-functional collaboration. The World Economic Forum’s Future of Jobs report 2025 also ranks “leadership and social influence” among the top in-demand core skills globally. This reinforces the notion that human connection remains a defining advantage in the age of automation.  

Waleng elaborates: “Leaders may fall into the habit of focusing on the operational and technical aspects of implementing new technologies. We can’t afford to be so task- and objective-oriented that we forget about people. Today’s executives must give equal importance to leading their people and customers alike through these massive changes.” 

Listen carefully and connect with compassion 

In moments of uncertainty, people want to feel heard. Whether it’s a customer seeking support or an entire team navigating change, leaders who pause to listen are able to build the trust that AI automation alone cannot achieve. 

For example, a 2024 CivicScience report found that nearly half of consumers view customer service chatbots in a negative light, preferring to speak to a person when the stakes are high or the situation is complex. That preference isn’t just about speed or efficiency – in fact, human conversations often take longer. It’s about emotional trust and the power of compassion. Human leaders are still needed, especially those who make time to listen and lead with discernment when nuance matters more than speed. 

Remember: AI is a partner, not a replacement 

AI should not be seen as a shortcut or an outsourcing tool, but as a strategic partner. It excels in pattern recognition, data analysis, and task execution, but it can’t replace critical thinking, ethical judgment, or emotional nuances. 

Leaders play a pivotal role in embedding AI into the culture and operations of their organisation, but doing so responsibly and ethically. It also requires leaders to exercise careful foresight about AI’s impact on their teams. This includes identifying where human oversight is non-negotiable and where AI can genuinely enhance performance without eroding human connection. 

The bottom line – People still follow people 

To thrive in the age of AI, leaders must adapt by doubling down on what makes us human, rather than mimicking machines or creating workplaces that are overly dependent on AI. 

These are the questions worth returning to, with each technological integration: 

• Develop AI literacy – What are technology’s capabilities, and its limitations? 

• Lead with authenticity – Are leaders building real connections, or letting systems get in the way? 

• Build trust and collaboration – Does the operational environment allow people and technology to thrive? 

In the words of Rosalynn Carter, Former First Lady of the United States, “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” 

Today, this rings louder than ever. Many people don’t feel ready to embrace change. They’re anxious about what AI means for their role, their identity, and their future. It’s human nature to resist what feels unfamiliar.  

“Organisations need leaders who can carry people through continual change with confidence and care,” concludes Waleng. “These are leaders who find innovative ways to optimise on AI, while upholding the human values that inspire people’s trust and enthusiasm for the journey ahead.”