Articles
Content That Matters
Author/Editor Maria Anna Furman
The third episode of the first edition of Leaders of Tomorrow marked a clear deepening of the narrative initiated in earlier meetings. This time, the discussion moved distinctly away from technology as a tool toward the human being as the decision-making centre in business, leadership, and relationships. Artificial intelligence did not disappear from the discussion; instead, it became the backdrop for a far more important question: who truly bears responsibility in the age of automation, and what price does a leader pay for it?
The debate was calm in tone, yet at times intellectually intense. The participants examined boundaries that cannot be handed over to algorithms without risking the loss of what is fundamental to leadership: intuition, empathy, moral responsibility, and the ability to make decisions under conditions of uncertainty. The conversation was not conducted from a position of enthusiasm for new technologies, but rather from one of mature reflection on their consequences.
One of the key areas discussed in the episode was the responsibility of leaders when using tools based on artificial intelligence. The participants consistently emphasised that automation does not relieve responsibility; rather, it intensifies it. The more advanced the systems supporting business decisions become, the greater the responsibility borne by the individual who implements them and approves their outcomes. In this perspective, AI ceases to be a neutral form of support and becomes an element requiring particular awareness and control.
The theme of working with people resonated especially strongly. Recruitment, team building, relationship management, and conflict resolution were presented as areas in which technology may only support processes, but never replace them. Personnel decisions, the intuitive reading of human potential, sensing tension or moments of crisis, remain the domain of the leader and cannot be algorithmised without the risk of dehumanisation.
As the discussion continued, it naturally shifted toward the topic of crisis, both business-related and personal. The episode made it clear that in extreme situations, when overload, burnout, anxiety, or a loss of meaning appear, technology loses its agency. AI may provide information, organise data, or indicate procedures, but it is not capable of replacing relationships, the presence of another human being, and genuine emotional support. This part of the programme carried a clear social and ethical dimension, showing that technological progress does not eliminate human fragility, but often exposes it.
The final part of the discussion addressed a topic rarely raised in official debates on success and leadership: the emotional costs of visibility and growth. Envy, resistance from the environment, hate, and misunderstanding were shown to be inherent to a leader’s path, particularly in the world of social media and a culture of comparison. The programme did not attempt to trivialise or romanticise these experiences. Instead, it pointed to the need for emotional maturity, the ability to set boundaries, and the conscious management of one’s public presence.
The third episode of Leaders of Tomorrow clearly demonstrated that a conversation about artificial intelligence without one about the human being is incomplete. It was not technology that was placed at the centre of the narrative, but the leader, with their responsibility, doubts, experience, and the consequences of their decisions. The programme concluded with the reflection that the future of business and brands depends not only on how quickly we adapt to new tools, but also on whether we are able to preserve our humanity amid algorithms that offer convenient shortcuts.
Author/Editor Maria Anna Furman
