Artificial intelligence offers a critical pathway for leaders to restore worker autonomy and close widening skills gaps as employees struggle with record burnout rates, according to a new white paper from the University of Phoenix.
The analysis, authored by Dr Andrew C. Lawlor and Dr Pamayla E. Darbyshire, highlights a disconnect in the modern workplace where 21 per cent of workers feel they have lost control over their professional futures and 51 per cent report experiencing burnout.
The paper argues that rather than functioning solely as a productivity tool, generative AI represents a strategic leadership opportunity to shift employees from repetitive tasks to higher-value activities.
“AI’s value is realized when leaders redesign work and invest in upskilling, so people can move from routine tasks to higher-value responsibilities,” said Lawlor. “That combination of human development plus smart automation helps close the skills gap and strengthens organizational performance.”
Significant skills gap
The researchers identify a significant skills gap — the difference between employer requirements and employee abilities — which results in decreased productivity, lower profits and increased turnover. This gap is exacerbated by rapid technological advances surpassing the workforce’s ability to adapt, whilst traditional educational institutions struggle to keep pace with industry demands.
“Without collaboration between industries and educators, this skills gap will impede workforce development and economic progress,” the authors write.
The paper notes that recruitment of tech-savvy graduates can introduce innovative perspectives, but the additional cost and return on investment of training new employees can constrain employers. Consequently, upskilling the existing workforce to incorporate AI often creates more sustainable value than constantly hiring new talent.
The researchers hypothesise that AI tools and training can serve as critical mechanisms for restoring worker autonomy. Academic research supports this view, indicating performance improvements of over 20 per cent when AI workflows are implemented.
By identifying and automating non-value-added tasks such as data entry, reporting and content creation, generative AI tools enable employees to focus on strategic thinking, innovation and customer-facing activities.
Revolution at work
The authors position this transition within the context of “Industry 4.0”, where cyber-physical systems revolutionise work but simultaneously create workforce gaps due to the “Great Resignation”.
The paper connects AI adoption to transformational leadership theory, specifically the dimension of “individualised consideration” where leaders align with their followers’ needs.
Upskilling is identified as one of the most effective means of improving internal morale and providing a sense of career control. The authors argue that leaders must think strategically to position their workforce for activities that bring the most enterprise value.
The global economy stands to gain up to $15.7 trillion from AI by 2030, but the authors warn that much of this growth will rely on empowering employees rather than simply deploying technology.
“Embedding AI literacy, coaching, and clear guardrails into everyday work restores a sense of autonomy and reduces burnout,” said Darbyshire. “Leaders who normalize training and create space for employees to use AI responsibly will see gains in engagement, confidence and results.”
