Decentralised Leadership - Adapting to Disruptive Actors and Emerging Technologies

Abstract

This thesis examines how decentralised leaders adapt to market shifts driven by disruptive actors and emerging information technologies, with a particular focus on artificial intelligence (AI). Grounded in management-, entrepreneurship- and leadership theory, in addition to literature surrounding technology adoption, the thesis explores how leaders navigate uncertainty and how their decision-making is conducted. A qualitative case study design was employed, based on 13 semi-structured interviews which were conducted across two industries in Sweden. The findings suggest that decentralised leadership structures can enable flexibility and swift adoption when facing disruptive competitors and technological change. At the same time, adaptation can depend on several factors, not least the balance between exploration and exploitation and how the culture within the organisation is created. The study highlights that technological change, such as adoption of AI, is not only a change in technology, but also a process dependent on employee engagement and implementation strategies. The thesis contributes to a broader understanding of leadership in dynamic environments.