Artificial intelligence may be reshaping work, but according to a new white paper from the University of Phoenix College of Doctoral Studies, the real unlock isn’t the technology—it’s leadership. Titled “Leadership Opportunities for Increasing Employee Value through Artificial Intelligence,” the paper argues that leaders who pair AI adoption with deliberate upskilling can close skills gaps, cut burnout, and restore workplace autonomy at a time when workers desperately need it.
Authored by CEITR Fellows Andrew C. Lawlor, PhD, and Pamayla E. Darbyshire, DHA, the research situates AI within a workforce environment marked by low institutional trust, stagnant development pathways, and chronic overload. The University’s Career Optimism Index® provides much of the backdrop: 21% of workers say they’ve lost control of their careers, and 51% report burnout.
The takeaway is not simply that AI can automate more work—it’s that AI can improve work if leaders use it to redesign jobs, not just speed up existing tasks.
AI as a Lever for Autonomy, Not Just Efficiency
The white paper highlights a critical distinction that many employers miss: AI can either centralize control or return control to workers. When automation is paired with training, coaching, and transparent guardrails, the authors argue, it “restores autonomy, improves confidence, and increases resilience”—a timely claim as companies wrestle with the cultural fallout of rapid automation.
Lawlor summarizes the opportunity simply:
“AI’s value is realized when leaders redesign work and invest in upskilling, so people can move from routine tasks to higher-value responsibilities.”
And there is evidence backing that optimism. The authors draw from recent research showing that AI-enabled workflows can drive performance improvements of 20% or more, especially when generative AI handles routine administrative work like reporting or data entry.
In other words, the front line of AI value isn’t full automation—it’s strategic elevation.
Generative AI and the Rise of Higher-Value Work
Much of the paper focuses on generative AI’s role in lifting administrative burden from employees. The technology, the authors note, is now capable of automating the “non-value-added tasks” that clog knowledge work and slow frontline operations. With those tasks removed, workers can redirect time toward strategy, creativity, customer engagement, coaching, and other effort that actually moves the needle.
This echoes a broader industry trend: AI is shifting from a back-office helper to a force multiplier for talent. Companies that redesign roles around AI—not merely bolt it on—tend to see larger gains in productivity and engagement.
Leadership Practices Determine AI ROI
A recurring theme in the paper is that the success of AI deployments depends less on the tools and more on leadership behavior—specifically, transformational leadership, continuous learning infrastructure, and explicit AI literacy programs.
Darbyshire notes that embedding training and guardrails into everyday workflows is essential for psychological safety and long-term adoption.
“Leaders who normalize training and create space for employees to use AI responsibly will see gains in engagement, confidence and results,” she said.
That’s especially important in an economy where AI could add $15.7 trillion globally by 2030. Companies that wait for “mature” AI strategies risk being left behind; those that build people-centered programs now are poised for outsized returns.
A Call for People-Centered AI Strategies
The paper ultimately serves as both analysis and warning: AI’s value is not inevitable. But AI paired with targeted upskilling, transparent oversight, and thoughtful role redesign can help organizations close skills gaps and strengthen employee experience at scale.
For leaders wading into the noise of AI hype, the guidance is refreshingly grounded—start with people, then apply technology. Not the other way around.
The full white paper is available through the University of Phoenix Career Institute and the College of Doctoral Studies Research Hub.
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Business Wire, a Berkshire Hathaway company, is the global leader in press release distribution and regulatory disclosure. Public relations, investor relations, public policy and marketing professionals rely on Business Wire for secure and accurate distribution of market-moving news and multimedia. Founded in 1961, Business Wire is a trusted source for news organizations, journalists, investment professionals and regulatory authorities, delivering news directly into editorial systems and leading online news sources via its multi-patented NX network. Business Wire’s global newsrooms are available to meet the needs of communications professionals and news media worldwide.
