Human-Centred Leadership in the Age of Artificial Intelligence: A Multidisciplinary Framework for Trust, Judgment and Organizational Well-Being

Abstract

Artificial intelligence is rapidly changing how organizations allocate attention, interpret data and make decisions. Yet the growing technical capacity of organizations does not automatically produce better leadership. This conceptual review develops a human-centred framework for integrating artificial intelligence into leadership practice without weakening judgment, trust, responsibility or employee well-being. Drawing on research in leadership, organizational psychology, human-AI collaboration and responsible AI, the article distinguishes between tasks that can be delegated to computational systems and responsibilities that remain irreducibly human. It proposes four mutually reinforcing leadership capabilities: augmented judgment, relational trust, ethical accountability and purposeful adaptation. The paper argues that AI creates the greatest organizational value when it expands the leader’s capacity to listen, anticipate and learn, rather than when it is used simply to accelerate control. Practical implications are presented for executive teams, educators and organizations designing AI-enabled work. The contribution is a multidisciplinary model that treats technological adoption and human flourishing as complementary design objectives rather than competing priorities.