Artificial Intelligence-Enhanced Transformational Leadership and Organizational Learning in Healthcare Organizations: A Review from Management and Organization Theories
Abstract
Background: Artificial intelligence (AI) is increasingly transforming healthcare management by enhancing decision-making, leadership practices, and organizational learning processes. Despite the growing adoption of AI technologies in healthcare organizations, their integration with established management and organization theories, particularly transformational leadership.
Review Text: This narrative review synthesizes the literature on AI-enhanced transformational leadership and organizational learning in healthcare organizations. Drawing on the foundational theories, the review examines how AI technologies, including predictive analytics and machine learning, support the four dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The review further explores how AI accelerates organizational learning through single-loop and double-loop learning processes by facilitating knowledge generation, dissemination, and evidence-based decision-making. Case examples are discussed to illustrate AI’s role in improving clinical decision support, operational efficiency, and organizational knowledge management.
Conclusion: AI has significant potential to strengthen transformational leadership and organizational learning in healthcare organizations by enabling data-driven innovation, personalized leadership approaches. This review contributes to the healthcare management literature by linking AI applications with established management theories and provides directions for future research on the long-term organizational impacts of AI in diverse healthcare settings.
Keywords
Artificial intelligence, Transformational leadership, Organizational learning
Ethical Statement
References
- Burns JM. Leadership. New York: Harper & Row: 1978.
- Bass BM. Leadership and performance beyond expectations. New York: Free Press: 1985.
- Senge PM. The fifth discipline: The art and practice of the learning organization. New York: Doubleday: 1990.
- Argyris C, Schön DA. Organizational learning: A theory of action perspective. Reading (MA): Addison-Wesley: 1978.
- Topol EJ. Deep medicine: How artificial intelligence can make healthcare human again. New York: Basic Books: 2019.
- Sriharan A, Sekercioglu N, Mitchell C, Senkaiahliyan S, Hertelendy A, Porter T, et al. Leadership for AI transformation in health care organization: scoping review. J Med Internet Res. 2024;26:e54556. doi: 10.2196/54556
- Davenport TH, Kalakota R. The potential for artificial intelligence in healthcare. Future Healthc J. 2019;6(2):94-98. doi:10.7861/futurehosp.6-2-9
- Li Y, Sun Q, Akman A, Schuller BW. In: Handbook on Smart Health. Augusto JC (Ed.). Explainable AI for Healthcare. Amsterdam: IOS Press; 2025. p. (632-652). doi:10.3233/SHTI251454
- Li Q, Li P, Hao H, Padman R, Gao H, Travis Gossey J, et al. The impact of leadership on AI deployment study outcomes in healthcare: an integrative analysis. NPJ Digit Med. 2025;8(1):799. doi:10.1038/s41746-025-02177-x
- Neher M, Petersson L, Nygren JM, Svedberg P, Larsson I, Nilsen P. Innovation in healthcare: leadership perceptions about the innovation characteristics of artificial intelligence: a qualitative interview study with healthcare leaders in Sweden. Implement Sci Commun. 2023;4(1):81. doi:10.1186/s43058-023-00458-8