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Understanding the Human Side of Technological Change in Manufacturing

Artificial Intelligence (AI) is rapidly reshaping modern manufacturing, transforming how organisations operate through real‑time monitoring, predictive maintenance, and intelligent process optimisation. These technologies are changing the pace, scale, and nature of work in ways that were unthinkable a decade ago. Yet alongside these advances, important human and leadership challenges are emerging. Gless (2022) highlights how digital technologies disrupt traditional leadership roles, while Rademaker et al. (2023) show that such changes are linked to rising levels of technostress among both leaders and employees. As manufacturing becomes increasingly mediated by AI, the emotional landscape of work becomes just as important as the technical one.

Technology alone is not enough; people still struggle to understand, adapt to, and identify with AI in the workplace. I recently had a conversation with a colleague who feared that AI was here to “take over the workspace.” I explained that AI is far more of a collaborative tool than a replacement for human roles, but the reassurance did not fully remove her worries. This moment captures the uncertainties many feel: anxiety about job security, confusion about changing responsibilities, and the pressure to keep up with new systems. These are not trivial concerns, they represent real emotional and cognitive strain that leaders must acknowledge.

Leaders themselves are navigating tensions around decision-making, overload, and the pressure to maintain employee motivation in fast-changing environments. Zhang (2024) suggests that AI adoption forces leaders to rethink how they lead, how they make decisions, and how they guide teams through uncertainty. Although research by Lee & Kumar and Ahmed (2022) indicates that AI can support productivity and improve decision quality, these benefits coexist with feelings of disconnection and role ambiguity among staff. The reality is that people are excited about AI’s potential, yet simultaneously unsure of where they fit in the new landscape.

This tension forms the core of my research. I am exploring how leaders can adapt their leadership styles as Generative AI (Gen AI) becomes embedded into everyday work. My interest lies in the interconnectedness of organisational structures, leadership practices, and technological systems. I want to understand who holds the power to decide how Gen AI is implemented in manufacturing, what values and assumptions are embedded in the design of these tools, and how leaders and employees negotiate meaning, legitimacy, and control in AI‑mediated environments. These questions matter because the introduction of AI is never just technical. it is deeply social, emotional, and organisational.

Ultimately, my goal is to help people feel safe, supported, and confident when working in AI-enabled environments. I want to be able to explain to colleagues, friends, and future leaders that while AI introduces new pressures, fears, and uncertainties, it also offers opportunities for collaboration, growth, and smarter work. Leading through technological change requires empathy, clarity, and a recognition that behind every algorithm are individuals trying to make sense of new expectations. If we can address the emotional and cognitive strain that accompanies AI, we can build workplaces where people and technology thrive together — not in competition, but in partnership.

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