The prevailing narrative suggests AI will further mechanise work, however Daugherty and Wilson’s research in “Human + Machine” suggests we aim for the opposite, a humanisation of leadership and work itself.
The Missing Middle Revolution
The most significant transformation can occur in what Daugherty and Wilson term the “missing middle.” This is a symbiotic space, where humans and AI collaborate to create new opportunities to restore human agency, empathy and meaning.
In this missing middle, AI handles the standardised cognitive heavy lifting, freeing us to focus on uniquely human capabilities such as intuitive problem-solving, creative synthesis, and the complex emotional labour of building trust and psychological safety.
Identity Alignment
The Visual Identity Leadership Scale (VILS) utilises overlapping circles to assess the degree to which leader behaviours align with team identity (Steffens et al., 2024).
Adaptive Processes, Human Purpose
Daugherty and Wilson identify three waves of business transformation. While the first wave standardised processes and the second automated them, the third wave is about adaptive processes that reimagine work around human potential. These adaptive capabilities, driven by real-time data rather than predetermined sequences, enable what the authors call “cocreation” between humans and machines to orchestrate innovation and personalisation.
Language Patterns
Analysis of team communication for collective identity markers such as how often people say "we" versus "I," and whether shared values appear naturally in conversations rather than just formal presentations (van Dick et al., 2018).
The Time Liberation Effect
Human-machine collaboration can also liberate time itself. Leaders are no longer trapped in administrative cycles. They can invest in what Daugherty and Wilson describe as “fusion skills” that are the uniquely human capabilities that bridge human insight with machine intelligence.
This represents more than just efficiency gains; it’s a fundamental restoration of human agency in the workplace, enabling us to deepen and personalise how we work to solve what has previously been impossible.
Behavioural Consistency
Observation of whether actual decision-making processes reflect stated values, particularly during stress or conflict when true priorities become visible (Steffens et al., 2014).
Emerging Leadership Pattern
This third wave of transformation includes reimagining work around human-machine collaboration, committing to responsible experimentation, and actively developing fusion skills that enable humans to work symbiotically with AI.
Daugherty, P. R., & Wilson, H. J. (2024). Human + Machine: Reimagining Work in the Age of AI. Harvard Business Review Press.
Cultural Stability
Longitudinal tracking of cultural norms including persistence during transitions, challenges, and growth phases rather than fragmenting under pressure (van Dick et al., 2021).
Measurement Frequency
Studies across multiple countries demonstrate that brief, frequent assessments are more effective than annual comprehensive reviews for maintaining alignment (Matthews et al., 2022). Why? Because identity leadership requires constant calibration between approach and team needs. With this real real-time adjustment organisations are reporting improved leadership development outcomes and more effective succession planning (van Dick et al., 2018, 2021).
Matthews, R. A., et al. (2022). Journal of Business and Psychology, 37, 639-673.
Steffens, N. K., et al. (2014). The Leadership Quarterly, 25(5), 1001-1024.
Steffens, N. K., et al. (2024). British Journal of Social Psychology, 63, 1658-1680.
van Dick, R., et al. (2018). Journal of Occupational and Organisational Psychology, 91(4), 697-728.
van Dick, R., et al. (2021). International Journal of Environmental Research and Public Health, 18(22), 12081.
