A shift in the workplace is becoming clear as artificial intelligence tools increasingly handle information processing and routine decision-making, prompting a reevaluation of what effective management looks like in modern organizations. While popular discussion often centers on whether AI will eliminate jobs or boost creativity, a more specific concern has emerged for managers: the necessity to redefine their roles beyond administrative duties. The focus on technical expertise has historically led to managers being promoted without adequate preparation for people management, which raises new challenges in an era where machines can rapidly provide information and reminders. Many organizations are now facing a crucial question: how do leaders create value when tasks traditionally associated with their roles are automated? The impact of this evolution will likely extend across various sectors and reshape expectations of leadership itself.
When comparing reporting over recent years, coverage tended to focus on the potential of AI to displace managerial jobs or on specific AI tools like ChatGPT and Google Bard. Earlier news often discussed fears of mass job loss and the promise of productivity gains, but offered limited practical guidance for adapting management styles to an AI-driven environment. More current analysis, such as the one summarized here, highlights the shift from administrative functions to core human skills as essential for leadership, suggesting a growing consensus that successful managers must now prioritize coaching, trust-building, and team development instead of relying primarily on information control and routine oversight.
How Is Management’s Role Changing in the Age of AI?
The emergence of AI, particularly generative platforms such as ChatGPT and Google Bard, has dramatically increased the efficiency of administrative tasks. Managers who previously depended on processing and sharing knowledge find themselves at a crossroads, since AI can compile reports, assign tasks, and synthesize data much faster. This shift prompts both organizations and leaders to reassess where human expertise is most needed, turning attention to skills that AI cannot replicate. A manager’s unique value now centers on fostering psychological safety, building trust, resolving conflicts, and inspiring motivation within teams.
What Organizational Issues Does This Shift Expose?
Despite years of investment in leadership development, employee engagement remains stubbornly low, and high stress persists, especially under weak management. Gallup data shows that engagement rates and worker well-being have not improved as expected, even as management “best practices” proliferate. Traditional models of supervising by directive and correction can contribute to disengagement and burnout, especially in today’s rapidly changing and demanding work environments. These circumstances highlight a need for a more human-centered, behavioral approach to management that develops employees’ skills and autonomy.
Can Coaching Methods Bridge the Gap in Managerial Effectiveness?
While formal coaching models like GROW have been widely adopted, they often fail to address the demands of real-time management situations. Managers frequently lack the time and psychological distance to implement lengthy coaching sessions. Instead, research suggests that integrated, micro-coaching practices—small, frequent interventions embedded in daily interactions—better align with the pace of modern work. Dominic Ashley-Timms, CEO of consultancy Notion, explains:
“It’s not about setting aside extra hours, but about making every conversation count,”
further noting,
“Shifting to a more developmental style of leadership enables teams to solve more problems on their own.”
Evidence indicates that managers who consistently use such behavioral techniques spend significantly more time coaching and ultimately help create more adaptive, resilient teams.
The current landscape challenges the longstanding notion of management rooted in information control and task delegation. As AI automates repetitive and analytical functions, managers who pivot toward human-focused leadership will likely remain relevant and effective. For organizations, this means investing in new frameworks and continuous skill development that focus on relationship-building, motivation, and facilitating learning rather than simply oversight of tasks. Employees benefit from a workplace that values trust and engagement over micromanagement. Leaders, in turn, gain the opportunity to build more meaningful connections, driving both productivity and job satisfaction. For those seeking to maintain influence and impact, embracing a facilitative approach marks a vital adaptation, helping teams thrive in an evolving workplace shaped by technology and human insight.
