Who’s really in charge: Leaders or algorithms? The hidden power shift in decision-making

Author: Margaret A. Goralski, Quinnipiac University, USA

In today’s digital age, a pressing question emerges: Who truly wields the power – human leaders or algorithms? At first glance, the answer appears straightforward. Leaders establish the vision, outline organisational values, and steer strategic plans. Algorithms, by contrast, are viewed as tools created to optimise workflows and support leadership’s goals. However, beneath the surface, algorithms wield a subtle yet significant influence.

The algorithmic advantage

Recommendation engines and predictive analytics not only deliver data; they shape what leaders perceive, influence decisions, and subtly guide priorities. Leaders depend on algorithms for insights, sometimes more than on their own judgment, which can weaken human intuition—a skill long valued in leadership. This reliance on algorithms is fueling a shift toward data-driven leadership, where dependence on technology often surpasses human instinct.

The ethical dilemma

Algorithms lack moral reasoning. They optimise for programmed objectives, not societal values. Leaders must balance data-driven insights with human judgment to ensure that ethical considerations and organisational values stay central to decision-making. When decisions go wrong, accountability still rests with human leaders, even if algorithms heavily influence the outcome. Responsibility cannot be delegated to code, which raises urgent questions about ethics, transparency, and accountability in leadership.

What does this mean for the future?

The rise of algorithmic influence isn’t inherently harmful. It can boost efficiency and foster innovation. However, leaders must stay vigilant and find a balance by combining data insights with human judgment to ensure ethical standards and organisational values stay at the forefront of decision-making. In the end, algorithms may guide the path, but leaders must hold the compass.

How is your organisation balancing algorithmic insights with human judgment? Are you getting it right, or are you giving away too much power?

Share your thoughts and comments. Let’s start the conversation.

Artificial Intelligence and Responsible Management (AIRM) is a journal dedicated to researching educators, the practices of business leaders, and the decisions of policymakers. It offers a unique scholarly platform for exploring and challenging how AI can promote responsible management across various fields through responsible management education in business schools, the integration of responsible management practices in business, and how these two areas can come together to influence policy. AIRM strives to develop AI-powered solutions that are ethical, inclusive, and practical for real-world applications.

AIRM invites research that reflects the realities of modern organisations, the need to ethically incorporate artificial intelligence into workforce ecosystems, and the urgent necessity for collaborative partnerships between human intelligence and artificial intelligence in responsible management. We welcome submissions of original research articles, case studies, conceptual papers, practitioner-focused research, review and policy papers, and impact articles.

Author Bios:

Dr. Margaret A. Goralski is a professor of strategy in the School of Business, Quinnipiac University (QU). She is QU’s Coordinator of UN PRME (United Nations Principles for Responsible Management Education) and serves on the QU Sustainability Implementation Committee. Goralski is an Albert Schweitzer Fellow, a board member of the Academy of International Business US Northeast, American Society for Competitiveness, and International Academy of Business Disciplines. She serves on the UN Higher Education Sustainability Initiative (HESI) AI, Research & Development implementation team, is the UN PRME Global Working Group Liaison, and a member of the UN PRME North America Steering Committee. She has published numerous book chapters and academic journal articles on a vast array of topics. Some of Goralski’s most recent book chapters include Team Building – It is all about people, the mission, and values (2025), Artificial Intelligence: Poverty Alleviation, Healthcare, Education and Reduced Inequalities in a Post-Covid world (2023); Artificial Intelligence in the United States of America (2022); Handling Resultant Unemployment from Artificial Intelligence (2020); and academic journal articles: Artificial Intelligence and Poverty Alleviation: Emerging Innovations and their Implications for Management Education and Sustainable Development (2022); Artificial intelligence and sustainable development (2020); Education in the era of artificial intelligence: the willingness to listen as a new Pedagogical Challenge (2019).