Christie Smith (Julius Nagel)
• What did he she study? One concept/idea
• leadership and organizational culture in the context of human needs, emotional maturity, and technological disruption.
• Why interesting for a company ?
• Leadership stils have to change in times of AI
• HR as Kex resource: productifity gains from Tech: The diIerentiator is how well
firms use human creativity and resilience.
• one of her main points is that by meeting employees’ core needs (purpose,
agency, well-being, connection), leaders unlock innovative ideas from within the workforce rather than only relying on external consultants or technology.
• What did he/she identified ? What his/hermain result?
• Managerial implication? Her focus is on how leaders can remain eIective in times of generative AI, distributed teams, and global change by developing emotional maturity and by addressing the four core human needs at work: purpose, agency, well-being, and connection.
• By allowing AI to handle routine work, leaders can and should redirect their focus toward employee well-being and human needs — which in turn drives productivity and long-term performance.
• Boundary condition?
• Leaders must be willing to suspend self-interest and act beyond purely personal or short-term goals.
• The organizational culture needs to support openness, trust, and change
• AI implementation requires governance – without ethical guidelines and
transparency, trust and engagement break down.
• The model is context-dependent – it works best in environments that value
human needs and invest in skill development.
• What did he she study? One concept/idea
• leadership and organizational culture in the context of human needs, emotional maturity, and technological disruption.
• Why interesting for a company ?
• Leadership stils have to change in times of AI
• HR as Kex resource: productifity gains from Tech: The diIerentiator is how well
firms use human creativity and resilience.
• one of her main points is that by meeting employees’ core needs (purpose,
agency, well-being, connection), leaders unlock innovative ideas from within the workforce rather than only relying on external consultants or technology.
• What did he/she identified ? What his/hermain result?
• Managerial implication? Her focus is on how leaders can remain eIective in times of generative AI, distributed teams, and global change by developing emotional maturity and by addressing the four core human needs at work: purpose, agency, well-being, and connection.
• By allowing AI to handle routine work, leaders can and should redirect their focus toward employee well-being and human needs — which in turn drives productivity and long-term performance.
• Boundary condition?
• Leaders must be willing to suspend self-interest and act beyond purely personal or short-term goals.
• The organizational culture needs to support openness, trust, and change
• AI implementation requires governance – without ethical guidelines and
transparency, trust and engagement break down.
• The model is context-dependent – it works best in environments that value
human needs and invest in skill development.