Redefining Leadership in the Age of AI
Challenge
Henley Business School, a global leader in academic excellence and leadership innovation, is tackling one of the defining challenges of our time: how to navigate Leadership in an era of AI, and rapid technological change.
Today’s leaders are operating with more complexity, less certainty, and fewer precedents than ever before. Decisions are being made in unfamiliar territory, as technology reshapes organisations faster than leadership norms and capabilities can keep pace.
Henley Business School needed to explore what this reality demands of leadership, judgement and human capability, and to position itself as a leading voice in defining that evolution.
Our role
Working in partnership with Henley Business School and the World of Work Institute, we created Redefining Leadership in the Age of AI, a flagship research report designed to bridge academic insight and executive experience.
Our role was to help Henley articulate a clear and credible point of view on how leadership is changing in practice, translating complex research into thinking that senior leaders could recognise, engage with and use. The report was also designed to establish a foundation for ongoing research and thought leadership, reinforcing Henley’s position as a trusted voice on the future of leadership.
Our approach
Drawing on in-depth conversations with C-suite executives and senior leaders, alongside insights from Henley Business School academics - working across leadership, strategy, ethics, organisational behaviour and technology - the report examines how AI adoption is unfolding in practice. Together, these perspectives offer a rare vantage point, capturing how leaders are experiencing change as it happens.
We shaped and structured the core research narrative, translating primary insights into a cohesive exploration of how leadership is evolving in practice.
Each of the five chapters explore a different aspect of the shifting leadership landscape, and chart a clear path forward which provides insight and action to strategically inform leaders and organisations. The report concentrates on how leaders are experiencing change as it unfolds, highlighting the tension between speed and reflection, automation and accountability, innovation and responsibility.
