Promoting or hindering? The double-edged sword effect of leaders' AI-oriented change behavior on employee-AI collaboration

Purpose This study investigates how leaders' AI-oriented change behavior affects employee-AI collaboration through employees' emotional responses using a double-edged sword framework. Drawing on the job demand-resource (JD-R) model and the conservation of resources (COR) perspective, this study highlights the moderating role of the perceived rarity of AI identity and explains the gain versus loss pathways. Design/methodology/approach Data were collected from 252 employees in China across two waves, with a three-week lag. Structural equation modeling using path analysis was conducted in Mplus 8.3 to examine the proposed mediation and moderation model. Findings Leaders' AI-oriented change behavior positively influences employee-AI collaboration by enhancing self-assurance and negatively by increasing workplace anxiety. The perceived rarity of AI identity amplifies both the positive and negative indirect effects. Originality/value This research integrates JD–R with COR to theorize resource-based emotional mechanisms in AI-driven change, and identifies perceived rarity of AI identity as a novel boundary condition. It clarifies leadership's resource-linked emotional pathways in promoting human–AI collaboration.