Human-Centered, AI-Assisted: A Qualitative Multiple-Case Study on Human Resources Leaders’ Uses of Generative AI Analyzed Through Transformational Leadership

Abstract

As generative artificial intelligence (GenAI) rapidly integrates into global organizations, human resources leaders (HRLs) face growing pressure to harness GenAI’s potential while navigating the challenges it can bring. Although some research has explored the technical adoption of AI in human resource management (HRM), little is known about how HRLs use GenAI within the scope of their leadership practices. This gap is critical to address, as HRLs are increasingly tasked with leading the human side of successful AI adoption. This study explored how multinational HRLs with experience in GenAI describe their uses of GenAI in their current leadership practices.

This qualitative multiple-case study examined the described uses of GenAI among HRLs working in multinational corporations (MNCs) with experience using GenAI in their leadership roles. Using transformational leadership theory (Bass, 1985; Burns, 1978) as an analytical lens, the study illuminated how participants used GenAI to support their leadership tasks as they related to the framework’s four I’s: intellectual stimulation, idealized influence, individualized consideration, and inspirational motivation. Six HRLs from different countries and companies made up the cases. Each participant completed a pre-interview questionnaire and participated in a semi-structured interview. Thematic analysis revealed four overarching themes: (a) Most HRLs use GenAI as a critical thinking partner and support in decision-making; (b) Most HRLs role modeled GenAI use, while grounding trust-building primarily in human-led effort; (c) Most HRLs use GenAI to personalize their guidance, learning, and growth suggestions for their teams; and (d) HRLs use GenAI to support enhanced communication and vision creation.

These findings suggest HRLs use GenAI to support, but not replace, human-led leadership tasks. Participants used GenAI in ways that supported all four I’s of the transformational leadership framework by way of its tangential support for decision-making, trust-building, personalization, and communication. Consequently, recommendations for organizational leaders, HR practitioners, and researchers center around AI infrastructure, training, ethical guidelines, and future research considerations.