The role of ai in leadership: A qualitative research on the experience of Libyan managers

This thesis investigates how artificial intelligence (AI) is influencing leadership practices among Libyan managers, focusing on the effects of AI integration on decision-making, team management, and organizational culture. Using a qualitative, phenomenological approach, the study draws on semi-structured interviews with ten Libyan managers to capture their lived experiences with AI in leadership roles. The research finds that while AI offers significant opportunities-such as improved efficiency, data-driven decision-making, and enhanced team management-it also introduces challenges. These include ethical concerns, algorithmic biases, and the risk of over-reliance on technology, underscoring the importance of balancing AI capabilities with human-centered leadership traits like emotional intelligence and ethical judgment. In Libya, AI adoption is still in its early stages, with progress hampered by limited digital infrastructure, a shortage of skilled professionals, and uneven government support. However, initiatives such as the National Artificial Intelligence Strategy and pilot projects in sectors like oil, education, and healthcare signal a growing recognition of AI's transformative potential. The study highlights that successful AI integration requires not only technological upgrades but also cultural change, comprehensive training, and continuous monitoring and improvement. Ultimately, the thesis emphasizes that AI can be a powerful tool for leadership transformation in Libya, provided that organizations address infrastructural and human capital barriers and adopt context-sensitive strategies. By doing so, Libyan managers can leverage AI to enhance organizational effectiveness, creativity, and adaptability in a rapidly changing business environment.