A new white paper from the University of Phoenix has been released, focusing on the ways artificial intelligence (AI) can enhance employee value. Titled “Leadership Opportunities for Increasing Employee Value through Artificial Intelligence,” the paper is authored by Andrew C. Lawlor, Ph.D., and Pamayla E. Darbyshire, DHA, MSN/CNS, both affiliated with the Center for Educational and Instructional Technology Research (CEITR).
The white paper examines the potential of AI, particularly generative AI, in addressing existing skills gaps, restoring worker autonomy, and enabling employees to transition from repetitive tasks to more meaningful, high-value activities. The authors reference findings from the University’s Career Optimism Index study, highlighting the current challenges faced by leaders, including a record-low institutional trust and significant levels of employee burnout.
According to the paper, 21% of workers report a loss of control over their professional futures, with 51% indicating feelings of burnout. In light of these statistics, the authors propose that thoughtful AI adoption and targeted upskilling present practical strategies to enhance organizational performance and improve employee experience.
Lawlor emphasizes, “AI’s value is realized when leaders redesign work and invest in upskilling, so people can move from routine tasks to higher-value responsibilities.” This perspective suggests that the effective integration of AI into the workplace, combined with a focus on human development, can effectively close the skills gap and boost overall organizational performance.
Key Findings on AI Integration
The paper outlines significant findings regarding the role of AI in the workplace. Notably, AI tools and training are identified as essential in closing skills gaps and restoring autonomy, leading to improved workforce efficiency and organizational outcomes. Current research indicates that performance improvements of over 20% can be linked to AI-enabled workflows.
Generative AI is highlighted for its potential to automate non-value-added tasks such as data entry and reporting. This shift allows employees to concentrate on strategic, creative, and customer-facing work, which can contribute positively to job satisfaction and productivity.
The authors stress that realizing the benefits of AI hinges on effective leadership practices. This includes upskilling initiatives and transformational leadership approaches that can help reduce burnout while increasing resilience and control over career paths.
At a macroeconomic level, the paper cites projections suggesting that AI could add up to $15.7 trillion to the global economy by 2030. This underscores the urgent need for organizations to adopt concrete, people-centered AI strategies now to navigate the evolving landscape.
Implications for Leadership
Darbyshire states, “Embedding AI literacy, coaching, and clear guardrails into everyday work restores a sense of autonomy and reduces burnout.” The authors advocate for leaders to normalize ongoing training and create environments that encourage responsible AI usage. Such initiatives are expected to enhance employee engagement, confidence, and overall results.
The full white paper is accessible through the University of Phoenix Career Institute webpage and the College of Doctoral Studies’ Research Hub, providing valuable insights for organizations looking to leverage AI for workforce enhancement.
For further details, refer to the publication: Andrew C. Lawlor, et al. Leadership Opportunities for Increasing Employee Value through Artificial Intelligence.
This comprehensive examination of AI’s potential in the workplace serves as a critical resource for leaders aiming to foster a more engaged and effective workforce.
