The “Efficiency Trap
Imagine young leaders at their desks, surrounded by glowing screens filled with graphs, metrics and endless rows of data. They may have just launched an AI-powered dashboard tracking real-time productivity, engagement scores and project timelines. Yet instead of feeling empowered, they feel overwhelmed — as if they’re drowning in the very information meant to help them lead. This paradox isn’t rare; it reflects modern leadership, especially for emerging professionals trying to navigate today’s fast-moving workplaces.
With technology advancing at breakneck speed, it’s easy to assume leadership has become simpler. But many organisations are now caught in an “efficiency trap”. The tools designed to boost productivity — AI analytics, automated workflows, performance dashboards — often pull leaders away from the human realities behind the numbers. In chasing outputs, leaders can become more disconnected from their teams, focusing on what is measurable rather than what is meaningful. In an age built for efficiency, the essence of human connection risks being quietly pushed aside.
AI has undeniably transformed how organisations operate but it also raises new challenges, particularly for leaders early in their careers. The relationship between algorithms and the human touch requires careful balance. As AI grows increasingly capable of mastering the “science” of management — optimising schedules, forecasting trends and even writing code — leaders must strengthen the “art” of leadership: empathy, ethics, communication and mentorship.
Consider Sarah, a bright, ambitious young leader in a mid-sized technology company. Managing a diverse team, she leaned heavily on performance metrics and AI tools to assess productivity. Soon, however, she noticed something troubling: her team seemed disengaged. Meetings felt like tick-box exercises and project updates were met with silence. When she finally opened space for honest conversation, she learned many were overwhelmed and burnt out — a reality her tools couldn’t detect.
That moment reshaped Sarah’s approach. She realised leadership wasn’t simply driving metrics; it was cultivating an environment where people feel valued, supported and heard. By blending data with compassion, she found that her efficiency tools could become allies rather than blinders — guiding smarter decisions while keeping people at the centre.
As Ralph Waldo Emerson wrote, “The only way to have a friend is to be one.” Technology may open doors but genuine relationships create the trust and connection that make leadership truly work.
The Great Handoff:
What to Give Away
Dear leader, acceptance is the first step: AI will perform certain technical tasks faster and with greater precision than humans ever could. Rather than lamenting this as a loss of control, leaders can view it as an opportunity for liberation — a chance to reclaim much-needed time. This newfound time brings a world of possibilities, allowing leaders to shift their focus from mere numbers to fostering genuine connections within their teams.
This is where the concept of “cognitive offloading” comes into play. Imagine no longer spending countless hours wrestling with spreadsheets; instead, those hours could be devoted to one-to-one meetings with team members or planning team-building activities that promote camaraderie. The critical question we must ask ourselves is: “How will we choose to spend that reclaimed time?”
The New Core Competency: “High-Resolution” Leadership
As we enter a new era of leadership, emerging leaders must build “high-resolution” leadership: distinctly human skills that technology can’t copy.
This means navigating office politics with insight and emotional intelligence, not just logic. A leader’s humanity shows in moments that demand empathy — sharing bad news with compassion, noticing unspoken struggles and responding with care.
Today, leadership is less about being the smartest person in the room and more about being emotionally attuned to others. In this landscape, perception, trust-building and understanding people often matter more than raw analytical ability.
The Angle: Tech as a Bridge,
Not a Wall
For young leaders aspiring to build connections, technology can serve as a bridge rather than an obstacle. Here are some approaches to harnessing tech while maintaining the human touch:
Personalisation at Scale:
Use data to remember individual team members’ birthdays or work anniversaries — not out of obligation, but to communicate genuine care. A simple gesture can strengthen a sense of belonging and deepen relationships.
Bias Checkers:
Use AI tools to scan job descriptions or performance reviews for unconscious bias, helping to ensure fairness in decisions. This empowers leaders to create a more inclusive environment that values diversity.
Sentiment Awareness:
Implement tools that gauge employee burnout levels and workload pressure. Identifying when team members may be struggling enables leaders to offer timely support and, crucially, human conversations.
The “No-Phone” Zone:
Ironically, using technology to create “sacred spaces” can enhance human connection. By setting aside time for face-to-face interactions where devices are off-limits, leaders can foster deeper conversations and stronger relationships.
The Ethical Compass
Leaders are the ethical guardrails in an increasingly automated world. AI runs on logic without moral grounding, so responsibility still rests with human leaders who can weigh context, values and consequences. If an AI recommends cutting costs by dismissing the bottom 10% of employees, a leader must ask: Is that right? Is there a better way? What is the human cost?
As AI becomes more embedded in decision-making, leadership must remain thoughtful and human-centred. Data can inform choices but it cannot define what is fair, compassionate or aligned with an organisation’s values. That requires a steady ethical compass.
The future of leadership isn’t about competing with machines — it’s about using technology to amplify what humans do best. Tomorrow’s strongest leaders will be “cyborgs” in the best sense: blending data-driven efficiency with deep empathy, judgement and integrity.
So, whether you’re a seasoned executive or an emerging trailblazer, let technology lighten your workload, not harden your heart. Let it handle the cold, data-heavy tasks so you can focus on connection, culture and people. Algorithms may predict outcomes but only humans can build a vision worth following. In this digital age, our organisations — and our world — depend on leaders who choose empathy, clarity and responsibility.
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DISCLAIMER:
The views expressed here are those of the writers and do not necessarily represent the views of Sarawak Tribune. The writers can be reached at argenisangulo@gmail.com and lawleepoh@gmail.com.
