Dual influencing paths of AI application on leadership effectiveness: evidence from China

Purpose This research explores the role of role breadth self-efficacy and role ambiguity as mediating variables between AI application and leadership effectiveness by integrating the theory of substitutes for leadership and role theory. Additionally, it examines the moderating effect of benevolent leadership on the relationship between AI application and leadership effectiveness. Design/methodology/approach The study adopted a field study approach, utilizing paired data from 133 leaders and 301 employees to further validate the theoretical model. Findings AI application influenced leadership effectiveness via role breadth self-efficacy and role ambiguity, respectively. Additionally, benevolent leadership moderated the positive relationship between AI application and role ambiguity. Furthermore, benevolent leadership moderated the mediating effects of role ambiguity, ultimately moderating the relationship between AI application and leadership effectiveness. Originality/value Current research on the impact of AI application has mostly focused on its effects on individual employees, while neglecting the role of leaders.