Servant Leadership as a Framework for the Ethical Use of Generative AI in Corporate Decision-Making

Abstract

With generative artificial intelligence (AI) completely changing the business landscape, it is no surprise that ethical leadership must also evolve in the corporate setting in response to this technological advancement. A framework for effectively navigating the uncertainty and complexity that AI presents is necessary to ensure that this innovation is used responsibly by the people at the top. This paper explores the ethical considerations between AI and ethical business leadership, specifically generative AI and its effects on corporate decision-making and corporate culture. Drawing on the ethical evaluation framework used with facial recognition technology (FRT), the research uses its principles to assess the ethical use of AI in corporate leadership. It examines how leaders strike a balance between innovation and responsibility in responding to AI-related challenges. This paper is grounded in servant leadership theory as a means of establishing a base of non-negotiables in how AI is used by leadership in corporate settings. The theory is grounded in seven principles: listening, empathy, healing, awareness, persuasion, conceptualization, and foresight. Servant leadership theory, compared to other ethical leadership models, such as transformational leadership and authentic leadership theory, prioritizes stakeholders' well-being, which is critical when integrating AI into corporate decision-making that directly impacts employees. The framework aims to create a tangible baseline for ethical leadership to use so that the implementation of generative AI in the workplace is not only impactful and receptive among employees but ultimately ethical. It enables leaders to interact with this technology in a way that prioritizes accountability, responsibility, and integrity in modern business environments.