Publicação
AI-driven leadership: decision-making, competencies, and ethical challenges—a systematic review
| dc.contributor.author | Sacavém, António | |
| dc.contributor.author | Machado, Andreia de Bem | |
| dc.contributor.author | Santos, João Rodrigues dos | |
| dc.contributor.author | Palma-Moreira, Ana | |
| dc.contributor.author | Au-Yong-Oliveira, Manuel | |
| dc.date.accessioned | 2026-07-16T15:32:54Z | |
| dc.date.available | 2026-07-16T15:32:54Z | |
| dc.date.issued | 2026-04-01 | |
| dc.description.abstract | Background: Artificial intelligence (AI) is transforming leadership and raising critical questions about decision-making, leadership capabilities, and ethical accountability in increasingly digitalized organizations. Objective: This systematic review synthesizes peer-reviewed evidence to answer: How does AI integration transform leadership and decision-making in organizations? Methods: A PRISMA 2020-compliant systematic review was conducted using structured Boolean searches in Scopus and Web of Science Core Collection on 26 February 2026. Eligibility was restricted to English-language, peer-reviewed, open-access journal articles with an explicit AI–leadership integration signal. Records were deduplicated and screened by two reviewers, with full-text assessment conducted against predefined criteria. A qualitative, narrative (conceptual) synthesis integrated heterogeneous empirical and conceptual contributions. Results: From 452 records, 84 studies met inclusion criteria. The synthesis identified three recurring analytical dimensions: (i) AI-augmented decision-making, (ii) leadership competencies and role shifts, and (iii) ethical challenges (accountability, transparency/opacity, fairness, privacy, and human agency). Integrating these dimensions, the review conceptualizes AI-driven leadership as a hybrid decision phenomenon in which AI accelerates and expands decision cycles, leaders reconfigure roles toward decision architecture and orchestration, and ethical conditions shape legitimacy, adoption, and authority dynamics. Conclusions: The review advances theory by specifying a mechanism-oriented model of AI-driven leadership and proposing testable propositions linking AI modality, role reconfiguration, and ethically conditioned legitimacy under key boundary conditions (e.g., sectoral stakes, governance capacity, and data/infrastructure readiness). Practically, it outlines an implementation pathway emphasizing decision criticality assessment, formalized human–AI task allocation, and institutionalized oversight mechanisms. Limitations: Findings are bounded by database selection and the open-access full-text constraint, which may under-represent paywalled scholarship. | eng |
| dc.identifier.doi | 10.3390/admsci16040173 | |
| dc.identifier.eid | 105037066876 | |
| dc.identifier.other | 20682926-89ce-43d8-9ee3-88aecea445da | |
| dc.identifier.uri | http://hdl.handle.net/10400.14/58740 | |
| dc.language.iso | eng | |
| dc.peerreviewed | yes | |
| dc.publisher | MDPI | |
| dc.rights.uri | http://creativecommons.org/licenses/by/4.0/ | |
| dc.subject | AI-driven leadership | eng |
| dc.subject | Artificial intelligence | eng |
| dc.subject | Decision-making | eng |
| dc.subject | Ethical governance | eng |
| dc.subject | Leadership competencies | eng |
| dc.subject | Leadership development | eng |
| dc.title | AI-driven leadership: decision-making, competencies, and ethical challenges—a systematic review | |
| dc.type | review article | |
| dspace.entity.type | Publication | |
| oaire.citation.issue | 4 | |
| oaire.citation.volume | 16 | |
| oaire.version | http://purl.org/coar/version/c_970fb48d4fbd8a85 |
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