Building human-centred leadership in the age of AI: a behavioural capability framework for HR

Abstract

Purpose Artificial intelligence (AI) is reshaping organisational work and placing new behavioural demands on leaders. The purpose of this study is to propose a human-centred leadership capability framework for human resource (HR) practice to support leadership effectiveness in AI-enabled workplaces. Design/methodology/approach This study develops a practitioner-oriented conceptual framework that reconceptualises leadership as a behavioural capability comprising intrapersonal regulation, interpersonal attunement, relational coordination and adaptive sensemaking. Findings The framework shows how HR functions can embed leadership capability development within organisational workflows through reflective practice, relational feedback and work-based learning. A phased implementation roadmap and operating model implications are presented. Practical implications HR leaders can strengthen trust, collaboration and adaptability by shifting leadership development from competency delivery to capability formation aligned with digital transformation. Originality/value This study reframes human-centred leadership as a behavioural capability that enables organisations to translate technological investment into relational and organisational performance.