The project advances the state of the art by moving beyond predominantly conceptual or technology-centric approaches to AI and robotics, and by providing empirical, interdisciplinary evidence on how human–AI and human–robot collaboration actually functions in organisational settings. It delivers novel insights by combining qualitative leadership research, controlled experimental studies, and large-scale computational modelling to examine leadership capabilities, interaction dynamics, and feedback processes in hybrid human–AI teams.
Beyond existing literature, the project contributes scientifically validated tools and evidence that link leadership theory with human-centred AI and robotics, an area that remains underdeveloped despite rapid technological deployment. In particular, the project demonstrates how leadership behaviours, robot roles, and feedback mechanisms shape trust, acceptance, performance, and well-being in AI-enabled work contexts.
Potential economic and societal impacts include improved efficiency and reduced coordination costs through better-designed human–AI team configurations, as well as more inclusive and sustainable adoption of AI technologies in organisations. While quantitative economic impact will materialise at later stages, the project establishes the necessary evidence base for such outcomes.
Further uptake and success of the results will require:
1) continued research and validation in real-world organisational settings,
2) integration of findings into leadership training, skills development, and organisational guidelines,
3) alignment with emerging regulatory and standardisation frameworks for responsible and human-centred AI,
4) dissemination to policymakers, practitioners, and standard-setting bodies concerned with the future of work and AI governance.
These steps will enable the project’s results to move from research evidence toward broader organisational and policy uptake by the end of the fellowship and beyond.
