The Agentic Role of Generative Artificial Intelligence in Information Systems Leadership

<p>Generative Artificial Intelligence (GenAI) is transforming information systems (IS) leadership by operating not merely as a technical tool but as an agentic actor that shapes authority, redistributes decision-making, and challenges governance structures. This study examines how senior IS leaders adopt and perceive GenAI in their organizations, focusing on its role in agenda setting, strategic forecasting, and ethical oversight. Using a mixed-methods design, survey data (n = 64) and interviews (n = 29) with chief information officers (CIOs), chief technology officers (CTOs), and IT directors across technology, finance, healthcare, government, and education were analyzed. Statistical findings show that leaders with advanced digital literacy and professional experience are significantly more likely to integrate GenAI into high-stakes decision-making (β = .46, p < .001), while transparency emerged as the strongest predictor of trust (factor loading = .79). Qualitative insights reinforce that leaders view GenAI as a “junior executive,” capable of narrowing options and influencing organizational priorities but requiring governance to preserve legitimacy. The results highlight conditional trust: while 81% of leaders acknowledged efficiency gains, only 64% expressed strong confidence in outputs without explainability mechanisms. Ethical concerns—bias, opacity, and accountability—were particularly pronounced in public and healthcare sectors, underscoring the need for participatory oversight boards, audits, and transparency dashboards. This study contributes a leadership-centered framework for governing GenAI as an agentic collaborator. It demonstrates that effective IS leadership must evolve beyond technical fluency to include ethical stewardship, orchestration of human–AI collaboration, and adaptive governance that safeguards accountability, fairness, and trust in the algorithmic age.</p>