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

goals that allow for individual solutions. This flexibility makes it an ideal strategy to integrate AI into a company. V. C onclusion The connection between humans and AI is deeply imbued with ethical questions. They will be a constant theme for leadership, because responsibility and trust are crucial to any leadership success, and they are fundamental ethical values. Due to its artificial origins, its supposed infallibility and its black box-like mechanisms, AI constantly questions trust, thus undermining the precondition for success. In the future, too, the power of AI will always be difficult to predict, because the essence of intelligence is to deal with unpredictable complexity (Boobier, 2018). The only comprehensive leadership strategy that seems to offer attitudes and processes that can deal with such unpredictability is transparent leadership. With its core characteristics of human, democratic and flexible structures while seizing the complexity of an organization, it can even serve as a guideline for a future in which AI itself will be able to exercise leadership. R eferences R éférences R eferencias 1. Algahtani, A. (2014). Are Leadership and Management Different? A Review. Journal of Management Policies and Practices, 2(3). https://doi.org/10.15640/jmpp.v2n3a4 2. Ashri, R. (2020). The AI-Powered Workplace. Berkeley, CA: Apress. https://doi.org/ 10.1007/978- 1-4842-5476-9 3. Boobier, T. (2018). Advanced analytics and AI: Impact, implementation, and the future of work. Wiley finance series. Chichester West Sussex United Kingdom: John Wiley and Sons. 4. Bootle, R. P. (2019). The AI Economy: Work, Wealth and Welfare in the Age of the Robot. London: Nicholas Brealey Publishing. 5. Bowley, G. (2010, October 1). Lone Sale of $4.1 Billion in Contracts Led to ‘Flash Crash’ in May. The New York Times. Retrieved April 27, 2020, from https://www.nytimes.com/2010/10/02/business/02 flash.html?_r=1&scp=1&sq=flash+crash&st=nyt 6. Brock, D. C. (Ed.) (2006). Understanding Moore’s Law: Four Decades of Innovation. Philadelphia, Pa.: Chemical Heritage Press. Retrieved April 27, 2020, from http://www.loc.gov/catdir/enhancements/fy06 43/2006010387-b.html 7. Bughin, J., Hazan, E., Ramaswamy, S., Chui, M., Alles, T., Dahlström, P., Trench, M. (2017). Artificial Intelligence: The Next Digital Frontier? Retrieved April 27, 2020, from https://www.mckinsey . com/~/ media/McKinsey/Industries/Advanced%20Electronic s/Our%20Insights/How%20artificial%20intelligence %20can%20deliver%20real%20value%20to%20 companies/MGI-Artificial-Intelligence-Discussion- paper.ashx 8. Burgess, A. (2018). The Executive Guide to Artificial Intelligence. Cham: Springer International Publishing. https://doi.org/10.1007/978-3-319-638 20-1 9. Buxmann, P., & Schmidt, H. (Eds.) (2019). Künstliche Intelligenz. Berlin, Heidelberg: Springer. https://doi.org/10.1007/978-3-662-57568-0 10. Canals, J., & Heukamp, F. (2020). The Future of Management in an AI World. Cham: Springer International Publishing. https://doi.org/10.1007/97 8-3-030-20680-2 11. Castrounis, A. (2019). AI for People and Business: A Framework for Better Human Experiences and Business Success. Sebastopol, Beijing, Boston, Farnham, Tokyo: O’Reilly Media. 12. Cox, L. (2018, February 26). Successful Leadership In The World Of Artificial Intelligence. Disruption Hub. Retrieved April 27, 2020, from https://disruptionhub.com/ai- leadership/ 13. Daugherty, P. R., & Wilson, H. J. (2018). Human + Machine: Reimagining Work in the Age of AI. La Vergne: Harvard Business Review Press. 14. Davenport, T. H. (2018). The AI advantage: How to put the artificial intelligence revolution to work. Management on the cutting edge. Cambridge MA: The MIT Press. 15. Ertel, W. (2016). Grundkurs Künstliche Intelligenz. Wiesbaden: Springer. https://doi.org/ 10.1007/978- 3-658-13549-2 16. Farrow, E. (2020). Organisational Artificial Intelligence Future Scenarios: Futurists Insights and Implications for the Organisational Adaptation Approach, Leader and Team. Journal of Futures Studies, 24(3), 1–15. https://doi.org/10.6531/JFS. 202003 17. Gebler, D. (2012). The 3 Power Values: How Commitment, Integrity, and Transparency Clear the Roadblocks to Performance. New York, NY: Wiley, J. 18. Gentsch, P. (2018). Künstliche Intelligenz für Sales, Marketing und Service. Wiesbaden: Springer. https://doi.org/10.1007/978-3-658-19147-4 19. Gläß, R. (2018a). Künstliche Intelligenz im Handel 1 – Überblick. Wiesbaden: Springer. https://doi. org/10.1007/978-3-658-23803-2 20. Gläß, R. (2018b). Künstliche Intelligenz im Handel 2 – Anwendungen. Wiesbaden: Springer. https://doi. org/10.1007/978-3-658-23926-8 21. Hildesheim, W., & Michelsen, D. (2019). Künstliche Intelligenz im Jahr 2018 – Aktueller Stand von branchenübergreifenden KI-Lösungen: Was ist möglich? Was nicht? Beispiele und Empfehlungen. In P. Buxmann & H. Schmidt (Eds.), Künstliche Intelligenz (pp. 119–142). Berlin, Heidelberg: Springer. The Impact of AI on Leadership: New Strategies for a Human - Machine - Cooperation 6 Global Journal of Management and Business Research Volume XXII Issue VIII Version I Year 2022 ( ) A © 2022 Global Journals