Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/334188 
Authors: 
Year of Publication: 
2025
Citation: 
[Journal:] Junior Management Science (JUMS) [ISSN:] 2942-1861 [Volume:] 10 [Issue:] 4 [Year:] 2025 [Pages:] 1053-1074
Publisher: 
Junior Management Science e. V., Planegg
Abstract: 
This thesis investigates the influence transformational and transactional leadership styles have on the acceptance of generative AI in the workplace. To account for other factors, I also examine the mediating effect of organizational commitment and the fear of job loss as well as the moderating effect of interaction frequency with the supervisor. Using a sample of 220 full time working participants, I find that technology acceptance does not significantly differ between transformational and transactional leadership. However, the results show that the fear of job loss significantly mediates the relationship between leadership and technology acceptance. While organizational commitment does not mediate the relationship, it does significantly influence technology acceptance. My research extends research incorporating threat rigidity theory by showing that transformational leadership reduces AI-related fear of job loss. Therefore, it highlights the importance of considering additional factors such as prior experience and openness to innovations in AI acceptance. The findings suggest that managers should adopt transformational leadership to decrease the fear of job loss and enhance organizational commitment to effectively increase AI acceptance in the workplace.
Subjects: 
AI acceptance
fear of job loss
Gen AI
leadership style
technology acceptance
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Creative Commons License: 
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Document Type: 
Article
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