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ZDNET’s key takeaways
- In the age of AI, business leaders must be fluent in technology and human values.
- Distinguish between decisions augmented by algorithms and those requiring human judgment.
- Ethical responsibilities of leadership remain constant regardless of tech advancements.
The future of leadership hinges on a delicate balance: embracing technological advancements while upholding core human values.
This was the resounding message from a recent DisrupTV episode co-hosted by R “Ray” Wang, CEO of Constellation Research, and me. The episode featured the Honorable Sue Gordon, former principal deputy director of National Intelligence, Dr. David Bray, distinguished chair of the accelerator at the Stimson Center, and Prof. Barry O’Sullivan, vice chair of the European Commission’s High-Level Expert Group on Artificial Intelligence. Their combined experience, spanning intelligence, technology, and organizational transformation, offered a compelling vision for executives navigating the AI era.
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The Hon. Sue Gordon emphasized the need for leaders to distinguish between decisions that can be augmented by algorithms and those requiring human judgment and ethical consideration. Dr. Bray emphasized the importance of exponential leadership, specifically the ability to navigate complexity and foster resilience in the face of rapid technological advancements. Prof. O’Sullivan added crucial insights on the growing need for technical literacy among executives, while emphasizing that the fundamental ethical responsibilities of leadership remain constant, regardless of technological advancements.
Their collective insights revealed both significant shifts and enduring principles that executives must understand to navigate our rapidly evolving technological landscape.
Balancing innovation with ethical governance
Gordon, drawing on her experience as principal deputy director of National Intelligence and her distinguished 29-year career at the CIA, emphasized that while AI is transforming decision-making processes, leaders must develop new competencies while maintaining core principles.
Gordon stressed that leaders must be “conversant in the various risks associated with the technologies,” warning that “if you, as a leader, are not conversant enough, you will view these new technologies as only additive risk, and you will retard the ability to move forward, because some of these technologies will reduce risk.”
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She articulated a vision of human-machine partnership, noting, “I’m a big believer in the value of humans with machine partners.” Gordon described this relationship as a “magical combination of creativity and facility that I think is the future.”
Gordon also emphasized the importance of empowering team members after setting a clear vision: “You must give it to your women and men,” because “they’re the ones that actually know how to do things, and if you’ll trust them, they will never disappoint you, as long as you do your job.”
Exponential leadership in a time of transformation
Dr. Bray, who has served as a National Intelligence senior executive, offered compelling insights regarding “exponential leadership” in an era of rapid technological change. Bray highlighted the critical leadership challenge of “shifting problem admirers and problem holders to being problem solvers.” He explained the urgency of this approach: “Because again, given how fast the world is changing, it’s just a few people solving things you’re always behind.”
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He observed a concerning trend of “an epidemic of learned helplessness in societies,” where people assume “it’s somebody else’s problem to fix.” Bray recounted an experience on Capitol Hill where government officials assumed “clearly business will solve that,” while business leaders had previously told him “clearly government will solve” the same issues.
Dr. Bray also noted that leaders today need to develop the ability to navigate complexity, embrace continuous learning, and foster resilience in their teams and organizations.
Technical literacy and ethical imperatives
Barry O’Sullivan, a leading expert in AI and computer science at University College Cork, emphasized the importance of leaders establishing clear guidelines and realistic expectations around artificial intelligence.
O’Sullivan stressed that “what’s really important as a leader right now in an AI context is that you set realistic expectations. You don’t buy in. You don’t only buy into the hype. You can separate the big picture vision, where the long-term technology is going, from what’s science fiction.”
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He emphasized the importance of clear communication around AI use: “It’s also important that you explain to people who are on your team what the expectation is around acceptable use of the technology and where responsibility lies.”
O’Sullivan acknowledged the transformative potential of AI while noting its challenges: “The technology, first of all, is extraordinary impactful. Second, it’s difficult to know sometimes if people are all properly using technology.” He emphasized that leaders must “communicate the culture” around AI use in their organizations.
The convergence: What changes and what remains
Across all three speakers, several key themes emerged about the changing and enduring aspects of leadership in the AI era. The experts agreed that leadership is evolving in significant ways, with executives now requiring greater technical literacy and a deeper understanding of AI capabilities.
Gordon, Bray, and O’Sullivan all noted that decision-making processes are becoming more data-driven and algorithmically informed, while the accelerating pace of change demands more adaptive and flexible leadership approaches. New ethical challenges are requiring more sophisticated governance frameworks, and leadership increasingly involves orchestrating effective collaboration between humans and machines.
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Despite these changes, they emphasized that certain leadership fundamentals remain constant: the need for ethical judgment and moral courage, the importance of human connection and empathy, the responsibility to consider broader societal impacts, the value of diverse perspectives in decision-making, and the fundamental purpose of leadership to guide organizations toward creating value while upholding core human values.
Five essential recommendations for executives
The insights from Gordon, Bray, and O’Sullivan converge around a central truth: effective leadership in the AI era requires both technological understanding and deep human qualities. Their collective wisdom points to a new leadership paradigm that balances innovation with responsibility, speed with reflection, and technological capability with human values.
This convergence of perspectives yields five essential recommendations that should be on every executive’s agenda as they navigate the AI transformation:
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Develop “bilingual” leadership capabilities. As Gordon, Bray, and O’Sullivan all emphasized, tomorrow’s leaders must speak both the language of technology and the language of human values. Invest in developing your understanding of AI capabilities and limitations while simultaneously strengthening your emotional intelligence, ethical reasoning, and ability to inspire trust across diverse stakeholder groups.
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Create clear guidelines for AI use. Following Prof. O’Sullivan’s advice to “explain to people who are on your team what the expectation is around acceptable use of the technology and where responsibility lies,” establish transparent frameworks for how AI should be used in your organization.
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Build problem-solving capacity throughout your organization. As Bray noted, the pace of change requires “shifting problem admirers and problem holders to being problem solvers” because with “just a few people solving things, you’re always behind.”
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Empower your teams after setting a clear vision. Gordon emphasized that leaders must “give [power] to your women and men” because “they’re the ones that actually know how to do things, and if you’ll trust them, they will never disappoint you.”
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Prioritize augmentation. All three experts highlighted the importance of human-machine collaboration rather than simple replacement. Focus your AI strategy on augmenting human capabilities and judgment. The most valuable applications of AI will enhance human creativity, decision-making, and connection rather than diminish them.
The path forward
For CEOs, CIOs, and CTOs navigating this new landscape, the insights from Gordon, Bray, and O’Sullivan point toward a leadership approach that embraces technological transformation while remaining anchored in timeless leadership principles. Leaders who can orchestrate these partnerships while maintaining clear ethical boundaries and empowering their teams will be positioned to thrive in the AI era.
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The most successful leaders in the AI era will be those who can harness the power of artificial intelligence while amplifying the human capabilities of ethical judgment, creative thinking, emotional intelligence, and the ability to inspire collective action toward meaningful goals.
This article was co-authored by Dr. David Bray, principal and CEO at LeadDoAdapt (LDA) Ventures, chair of the Accelerator, and distinguished fellow at the Stimson Center.
