Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 8

depend equally on people and machines, which makes AI part of the identity of an organization. The challenge for leadership will be, that this identity could be in tension with social or religious norms, so fundamental to the employees that they cannot be neglected. In this case, leadership will have to find new answers to very old questions of security and meaning in the life of each individual (Farrow, 2020). IV. A C omprehensive S trategy a) Dynamic Relationship Looking at the early stage of AI development today, the most revolutionary changes brought about by AI are still to come. It is still a long way from narrow AI to general or even super-intelligent AI. It´s development will therefore be highly dynamic and with it the relationship between leadership and AI. For company managers, dynamic environments are something they are familiar with in the VUCA world. Like any rapidly and constantly changing factor, AI must therefore receive special attention from management in order to maintain confidence in a company and its way of changing. Due to the unique nature of AI, it is important to ensure that it´s applications are well thought out, function correctly and are accepted by employees. “AI is less of a technology overhauling and more of a cultural shift, and both the business leadership and technology leadership have equal roles to play” (Mohanty & Vyas, 2018, p. 29). The integration of AI into a corporate culture is particularly difficult as well as hard to communicate and supervise, as a powerful AI in the sense of DL is a “black box” (Mainzer, 2019, p. 245) where no one really knows what is actually going on inside. Under these conditions, building a trusting relationship is particularly difficult to achieve. Therefore, one of the key strategies to operate AI in companies will be transparency. b) Transparency Is the Key Calling for transparency is an important way to establish trust and efficiency between leaders and staff (Gebler, 2012; Zak, 2017). Especially in environments and interactions that are very dynamic and hardly predictable, trust is the very fabric that enables people to act together (Paxton & Ressler, 2018). The introduction of transparency as a strategy for linking man and machine builds on these findings, but extends them considerably. A strategy of transparency is not a matter of course, but a comprehensive way to connect man and machine. Transparency is important for the AI that guides and supports leadership, but it will also be crucial if the AI is going to lead people. The reason for this is not that leaders could be replaced by machines in the foreseeable future. Nevertheless, the difference between leadership that uses AI as a source of information and leadership that is driven by AI is very blurred. In theory, the line between the two types of direction seems obvious, but in practice it will be almost impossible to portray it: “Artificial systems will become the trusted advisor to the C- level executive, and will be the ones to provide indisputable, data-driven insights” (Boobier, 2018, p. 179). Once a source of information becomes “indisputable”, it will be very difficult to disregard it. As a result, executives who neglect undeniable insights tend to neglect their liability to staff. Balancing the hierarchy between man-made and machine-generated sources of information will be a major challenge for leaders in the age of AI, which can only be solved through transparency. This means that there will be no final decision on how to dispel doubts and delegate responsibilities. Rather, transparency points to the dynamic processes by which corporate agreements must be made and communicated under conditions of uncertainty and contingency of AI (Boobier, 2018). Many AI and leadership challenges may not yet be visible, but processes need to be discussed, delegated and implemented. Again, transparency will be the key value. Within a company, transparency must take place on many levels and in many dimensions. The core idea behind this strategy is that without transparency neither trust nor efficient cooperation can be built. Without efficiency, however, no corporation could survive. In order to realize the transparency necessary for productive interaction, it must be implemented in self- management, in communication, in the interaction of employees, in the functioning of corporate strategies and also in the way companies are organized and managed. This means that the corporate culture must also be characterized by transparency. By introducing the idea of transparency into all aspects of a company, leadership will be based on four characteristics that ensure the future viability of a company. What we understand by transparent leadership is: The Impact of AI on Leadership: New Strategies for a Human - Machine - Cooperation 5 Global Journal of Management and Business Research Volume XXII Issue VIII Version I Year 2022 ( ) A © 2022 Global Journals 1. Human: because it is based on trust and respect and sees people as the raison d’être of a company. These people are stakeholders where employees and customers are the most important parties. AI must be set up in such a way that people are at the center. 2. Democratic: because it lets staff participate in the development of the company. No leader is able to understand their organization without listening to what employees have to say. AI may not override their importance, but it is another voice to be heard among many and it helps to decrease an asynchronous distribution of information and lead to a better cooperation. 3. Able to cope with complexity: because it enables the knowledge and experience of all employees, customers and stakeholders to be pooled equally. 4. Flexible: because it can and must be adapted to every company individually. Transparent leadership is not a fixed framework, but a set of values and