AI Leadership Can Increase Employee Value and Reduce Burnout According to a New University of Phoenix White Paper

A new white paper released by the University of Phoenix College of Doctoral Studies is taking a close, practical look at how artificial intelligence, especially generative AI, can be used by leaders to increase employee value rather than diminish it. Titled “Leadership Opportunities for Increasing Employee Value through Artificial Intelligence,” the paper focuses on how thoughtful leadership decisions around AI adoption can help close skills gaps, reduce burnout, and restore a sense of control for workers navigating a rapidly changing job market.

The white paper is authored by Andrew C. Lawlor, Ph.D. and Pamayla E. Darbyshire, DHA, MSN/CNS, both Fellows at the University’s Center for Educational and Instructional Technology Research (CEITR). Drawing on current workforce research, including the University of Phoenix’s Career Optimism Index, the authors argue that AI’s true value is unlocked only when leaders intentionally redesign work and invest in people alongside technology.

Why This White Paper Matters Right Now

The timing of this research is significant. Many organizations are dealing with record-low institutional trust, widespread employee fatigue, and growing anxiety about career stability. According to the data referenced in the paper, 21% of workers report feeling a loss of control over their professional future, while 51% report experiencing burnout. These numbers highlight a workforce under strain, even as AI adoption accelerates across industries.

Rather than framing AI as a threat to jobs, the authors position it as a leadership opportunity. Their central argument is that leaders who combine AI-enabled automation with targeted upskilling can improve performance while also strengthening employee confidence, autonomy, and engagement.

AI as a Tool for Closing Skills Gaps

One of the paper’s key findings is that AI tools and structured training programs can play a critical role in closing persistent skills gaps. As job requirements evolve faster than traditional training models can keep up, AI offers a way to support continuous learning directly within day-to-day work.

The authors highlight a growing body of research and real-world case studies showing performance improvements of 20% or more when AI is integrated into workflows in a thoughtful, well-supported way. These gains are not attributed to automation alone, but to how AI allows employees to focus their time and energy on work that actually creates value.

Moving Employees Away from Repetitive Tasks

A major focus of the white paper is the use of generative AI to automate non-value-added tasks. This includes activities such as data entry, routine reporting, scheduling, and other repetitive administrative work that consumes time without directly contributing to strategic outcomes.

By offloading these tasks to AI systems, employees can spend more time on strategic thinking, creative problem-solving, and customer-facing work. The paper argues that this shift does more than improve efficiency—it helps employees see their work as meaningful, which is closely tied to motivation and job satisfaction.

Leadership Is the Deciding Factor

A recurring theme throughout the white paper is that AI alone does not create positive outcomes. Leadership practices determine whether AI adoption leads to empowerment or frustration. The authors emphasize the importance of transformational leadership, where leaders actively support learning, experimentation, and adaptation.

Effective leadership practices highlighted in the paper include investing in upskilling initiatives, embedding AI literacy into everyday workflows, and establishing clear guardrails for responsible AI use. When employees understand how AI works, what it can and cannot do, and how it fits into their role, they are more likely to feel confident rather than threatened.

Restoring Autonomy and Reducing Burnout

Burnout is a central concern addressed in the paper. The authors argue that burnout is often driven not just by workload, but by a lack of control and clarity. When employees feel they have no say in how work is done or how their roles evolve, stress levels rise.

The paper suggests that AI-enabled autonomy—when paired with training and leadership support—can help reverse this trend. Employees who are given tools to work smarter, along with the freedom to apply them responsibly, are more likely to experience resilience, career optimism, and a renewed sense of agency.

The Bigger Economic Picture

At a broader level, the white paper references widely cited estimates that AI could add up to $15.7 trillion to the global economy by 2030. While this figure underscores AI’s economic potential, the authors caution that these gains are not automatic.

Without people-centered AI strategies, organizations risk missing out on both economic and human benefits. The paper argues that now is the moment for leaders to move beyond experimentation and adopt concrete approaches that align AI adoption with workforce development.

Why Upskilling Must Be Central to AI Strategy

A strong message throughout the paper is that upskilling is not optional. AI changes job roles, workflows, and skill requirements, often faster than employees can adapt on their own. Leaders who fail to provide structured learning opportunities risk increasing anxiety and resistance.

In contrast, organizations that normalize training, coaching, and ongoing skill development create an environment where AI becomes a tool for growth rather than disruption. According to the authors, this approach strengthens not only individual performance but also overall organizational resilience.

AI, Work Redesign, and the Future of Leadership

Beyond immediate productivity gains, the white paper encourages leaders to rethink how work itself is designed. AI adoption offers a chance to reconsider which tasks truly require human judgment and which can be automated without loss of value.

This process of work redesign is where leadership has the greatest impact. By aligning AI capabilities with human strengths, leaders can create roles that are more adaptive, engaging, and future-ready.

Additional Context: AI and Workforce Transformation

Outside the paper’s findings, it is worth noting that AI-driven workforce transformation is becoming a defining trend across industries. From healthcare and education to finance and manufacturing, organizations are increasingly experimenting with AI to support decision-making, personalization, and efficiency.

However, research consistently shows that technology adoption succeeds only when paired with culture change, clear communication, and ethical oversight. The University of Phoenix white paper fits squarely within this broader conversation, emphasizing that leadership—not technology—is the real catalyst for sustainable change.

Final Thoughts

The University of Phoenix white paper presents a clear, evidence-based argument: AI can increase employee value, but only if leaders are willing to invest in people, rethink work, and guide adoption with intention. By focusing on upskilling, autonomy, and responsible use, organizations can turn AI into a force that benefits both performance and employee well-being.

For leaders navigating uncertainty around AI, the message is straightforward but powerful—technology should serve people, not replace them.

Research paper reference:
https://www.phoenix.edu/content/dam/edu/documents/lawlor-darbyshire.pdf