NEW YORK, Oct. 20, 2026 /PRNewswire/ — AI is accelerating how quickly work gets done, but the leadership structures, skills, and safeguards needed to manage that speed are struggling to keep pace.

A new report from The Conference Board highlights the challenges emerging for leaders as organizations integrate AI into daily work. Among those challenges, AI’s rapid pace is creating new managerial bottlenecks, fatigue, and the risk of “work slop.” Leaders must now evaluate an influx of AI-generated work without sacrificing quality, sound judgment, or employee development.

Drawing on a survey of 775 international leaders and 20 interviews, the findings also reveal a gap between AI adoption and leadership readiness. Nearly two-thirds of surveyed leaders say their organizations are already using AI across several functions or have highly integrated it into daily work. Yet more than one-third (37%) say ownership of AI-related leadership decisions remains inconsistent or unclear.

To address these challenges, the report calls on organizations to adapt their leadership structures, decision-making processes, and development programs to keep pace with changing expectations.

“AI is fundamentally transforming what it means to be an effective leader,” said Diana Scott, US Human Capital Center Leader, The Conference Board. “Success will depend less on managing tasks and more on guiding teams through change, building trust, and rethinking how work gets done. Organizations that focus only on AI skills risk overlooking the broader leadership capabilities needed to turn the technology into meaningful business value.”

AI is already embedded in work.

• 64% say AI is used across several functions or highly integrated into daily work.

Accountability is lagging.

• 37% say ownership of AI-related leadership decisions is inconsistent or unclear.
• 85% of organizations where AI is highly integrated report clear ownership or formal governance, compared with just 26% of organizations still exploring AI.

Middle and lower management face disruption.

• While just 4% of leaders expect a reduction in C-Suite roles, 38% anticipate fewer middle managers, and 36% expect reductions in both frontline managers and project leaders.

“AI is changing how work gets done faster than organizations are changing how they’re structured,” said Erka Amursi, Principal Researcher, Human Capital, The Conference Board. “Rather than simply eliminating management layers, companies should rethink how decisions are made, responsibilities are shared, and performance is measured to ensure their organizational structures support new ways of working.”

Leadership is becoming more distributed.

• 36% favor a hybrid leadership model, in which leadership input and responsibilities are shared.
• 30% favor distributed leadership, where responsibilities are spread across levels, functions, and roles.
• 24% favor shared leadership, where individuals take the lead according to the expertise required.
• Just 5% say a traditional leader-centered model is best suited for the AI era.

Critical thinking is the most important leadership skill in the AI era.

• 52% rank critical thinking and decision-making as the most important enduring leadership skill.
• Among AI-expanded competencies, continuous AI literacy and knowing when human judgment should override AI tie for first at 40% each.

Work redesign becomes a leadership skill.

• 33% identify redesigning work for human-AI collaboration as an important AI-expanded competency.

Leaders want hands-on AI training.

• 72% favor hands-on practice with AI tools over more traditional development approaches.

Recommendations for CHROs:

• Clarify AI accountability and decision rights: Define who owns AI-related decisions and who remains accountable for AI-generated outputs.
• Balance AI speed with human judgment: Build in time for reflection, review, and coaching so faster work doesn’t compromise quality, learning, or accountability.
• Test more flexible leadership models: Experiment with distributing leadership responsibilities while maintaining clear accountability, authority, and decision-making structures.
• Integrate AI into workforce planning: Bring HR, business, finance, and technology leaders together to align work redesign with staffing, skills, and technology needs.
• Strengthen distinctly human leadership skills: Build critical judgment, systems thinking, risk awareness, coaching, empathy, and the ability to provide context.
• Tailor AI development by leadership level: Move away from generic AI training toward practical, role-specific learning tied to leaders’ actual work.

About The Conference Board
The Conference Board is the global, Member-driven think tank that delivers Trusted Insights for What’s Ahead®. Founded in 1916, we are a nonpartisan, not-for-profit organization.

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SOURCE The Conference Board