- By Antoine Harfouche, Wijdan Hamid Kabalan, and Ali Shmayssani ( Revue Défense Nationale 2024/8 n° 873 2024/8 No. 873)
- Translated by Mohamed SAKHRI
Organizations are heavily investing in the implementation of AI to renew their business models (Harfouche et al., 2023). However, leaders often lack understanding when it comes to integrating artificial intelligence into their operations (Kuzior et al., 2023). In a military context, the integration of AI presents similar challenges. The armed forces seek to leverage this technology to enhance operational efficiency, optimize resource management, and strengthen strategic decision-making. However, as in the private sector, military commands may encounter obstacles in understanding and practically applying AI in complex operational environments. Capabilities such as predictive analytics, autonomous systems management, and logistics improvement offer immense potential. Nevertheless, their implementation requires enlightened leadership to align technological innovations with the strategic objectives and needs of the armed forces, while also raising personnel awareness of these transformations.
This research aims to explore the intersection between leadership and organizational culture during the implementation of AI in organizations. It highlights the importance of leadership in overcoming cultural obstacles, maximizing the benefits of AI-related technologies, and mitigating potential risks. The example of the Lebanese Armed Forces (LAF) will be used to illustrate how they are compelled to rethink their leadership style and organizational culture by adopting continuous innovation practices to adapt to the era of AI. This topic is crucial in a military context for modernizing operational strategies and improving real-time decision-making. Leadership plays a central role in managing cultural transformations within the armed forces, fostering personnel buy-in, and ensuring that AI innovations are fully utilized while minimizing the inherent risks associated with these technologies. In a rigid and hierarchical military environment, leadership behavior and creativity are essential for overcoming the specific challenges related to AI implementation.
The Evolution of Leadership and Organizational Culture Concepts in the Age of AI in a Military Context
Research has already examined the crucial role of leadership in facilitating the evolutionary processes of organizational culture necessary for innovation. Several studies have developed strategies to overcome resistance to change, encourage stakeholder engagement, and align organizational structures and processes with innovation objectives (Kilag et al. 2023). Thus, to better understand this dynamic, it is essential to examine the parallel evolution of the concepts of leadership, organizational culture, and innovation—three fundamental elements that shape the transformation of modern enterprises.
The concept of leadership has undergone significant evolution over time. Early leadership styles were primarily transactional (Burns, 1978), focused on exchanges of rewards and punishments. This concept then evolved towards charismatic leadership (House, 1976), based on inspiration and personal influence, eventually leading to transformational leadership (Bass, 1985), where leaders motivate through vision, creativity, and long-term commitment, paving the way for future styles that will influence innovation within organizations.
Organizational culture has continuously evolved, passing through several significant phases over time. It began with a rigid bureaucratic model, described by German sociologist Max Weber in the 1920s, before opening up to human relations through Australian sociologist Elton Mayo in the 1930s. From the 1960s onward, the open systems theory developed by American organizational psychologists Daniel Katz and Robert Kahn highlighted the importance of adapting to external influences. In the 1980s, two management consultants recognized for their famous work “In Search of Excellence” (1982), Peters and Waterman, promoted more flexible and flat structures, valuing decentralization and autonomy. More recently, digital economy professor Annabelle Gawer (2014) emphasized the importance of an agile culture in the context of digital transformation. These successive changes have allowed organizations to become more collaborative, flexible, and open to innovation.
The concept of innovation within organizations has also evolved over time. Initially, innovation was mostly incremental, as described by Austrian economist Joseph Schumpeter in 1939, then it became disruptive, according to American scholar Clayton M. Christensen (1997), before opening up under the influence of American scholar Henry W. Chesbrough (2003) with the concept of open innovation.
In the military context, these theoretical evolutions regarding leadership, innovation, and organizational culture take on a crucial dimension. The army, historically marked by a rigid hierarchy and transactional leadership style, has had to adapt to contemporary challenges by integrating more charismatic and transformational models to address complex and ever-changing environments. Innovation, once progressive and limited by strict protocols, has also transformed, particularly with the integration of disruptive technologies like artificial intelligence and system automation. Finally, military organizational culture, long centered on discipline and compliance, is evolving towards more agile and collaborative structures, inspired by new organizational practices from the civilian sector. These transitions are necessary to maintain the effectiveness of the armed forces while allowing them to respond quickly to modern threats and capitalize on technological innovations to enhance their operational capabilities.
Qualitative Methodology and Analysis of Operational Dynamics of the LAF
This article presents the results of a qualitative methodology, relying on data analysis collected primarily through interviews with key decision-makers within the LAF, complemented by direct observations in the field (one of the co-authors is a general officer in the LAF). This combination of methods allows for the gathering of varied perspectives and a deep understanding of decision-making processes and operational dynamics. For data analysis, we use the axial double coding technique, which is still ongoing. This method allows for structuring and organizing the collected data by identifying emerging themes and categories.
However, at this research stage, we are not yet certain that cognitive saturation has been reached, meaning that additional data may still enrich our understanding of the phenomena studied. Furthermore, the calculation of the similarity rate of the data has not yet been performed, which will be an important step in validating the coherence and reliability of the results obtained.
AI Serving the LAF: Collaborative Innovation, Enhanced Ethics, and Leadership Transformation
In the context of integrating AI within the LAF, three main outcomes have emerged from our research, highlighting the profound impact of this technology on operational, ethical, and leadership processes.
First, collaborative human-AI innovation has strengthened cooperation within the LAF, as well as with external actors, by facilitating the sharing and analysis of large-scale data in an innovative manner. In fact, the LAF has utilized AI to optimize and monitor in real-time secure routes for force deployment or equipment delivery. This collaborative process, which brings AI alongside military personnel, has enabled the development and implementation of more effective strategies tailored to operational needs. Unlike siloed innovation, this approach leverages the diversity of skills and perspectives, whether from internal units, civilian stakeholders, or AI technologies, to enhance the responsiveness and efficiency of the LAF in complex situations.
Second, to better utilize AI, the LAF has developed an ethical framework to guide AI-based decisions. This framework is designed to ensure that AI systems are fair, transparent, accountable, and comply with Lebanese standards. This involves addressing potential biases in AI algorithms, ensuring data privacy, and protecting security. Within these structures, ethical committees and AI review boards have been established, while officers responsible for ethics have been appointed. The responsible adoption of AI has encouraged the LAF to make its AI systems more transparent and explainable, thus facilitating a better understanding of how these models make decisions. This is essential for building trust within the troops and among citizens, particularly in sensitive areas like national security and military operations.
Finally, the results show that the implementation of AI within the Lebanese army has had profound implications for the concept of leadership. AI has enabled data-driven decision-making, fostering continuous learning and adaptability while reinforcing ethical and responsible leadership. This shift has also encouraged a collaborative and inclusive leadership style, focused on empowering teams. Moreover, AI has prompted military leaders to adopt strategic and visionary thinking while emphasizing a human-centered leadership approach. The integration of AI has required greater agility in leadership styles as well as expertise in change management, which are essential for navigating a constantly evolving operational environment.
Towards Inclusive Leadership… But With Challenges
Although the adoption of AI can promote more inclusive leadership within the LAF, several challenges remain. The reduction of human interactions represents a major issue, as increased automation can diminish direct exchanges between individuals, thereby weakening interpersonal relationships within teams, which remains largely unappreciated in Lebanese culture.
Additionally, decision-making challenges are significant, as AI can sometimes complicate the decision-making process, especially regarding nuanced situations that require a good understanding of the specific context of Lebanese society.
The obsolescence of skills within military management constitutes another risk, as officers must continually adapt their skills to new technologies, or risk becoming overwhelmed.
Finally, ethical concerns and biases persist, particularly regarding algorithmic biases, data privacy, and the fairness of AI systems. These challenges underscore that despite the numerous advantages of AI, its adoption must be accompanied by in-depth reflection to ensure a harmonious and ethical integration within the armed forces.
Conclusion
The adoption of artificial intelligence in military organizations, illustrated by the example of the Lebanese Armed Forces, highlights both significant opportunities and challenges. AI has demonstrated its potential to enhance operational efficiency, strengthen collaboration, and provide faster and more tailored responses in complex environments. However, this technological integration requires substantial adjustments on both ethical and organizational fronts.
One of the key lessons to draw is the crucial importance of leadership in the success of this transformation. Visionary, inclusive, and agile leadership is essential to maximize the benefits of AI while addressing the challenges posed by reduced human interactions, complex decision-making, and ethical concerns. To ensure responsible adoption, leaders must establish robust ethical frameworks and guide their teams in developing new skills to avoid obsolescence and maintain stakeholder trust.
This article also shows that the success of AI integration does not solely rely on the technology itself but also on leaders’ ability to balance innovation with respect for human values. This observation applies to any organization seeking to integrate AI: it is a catalyst for transformation that, when well managed, can help enhance agility, efficiency, and adaptability in the face of contemporary challenges.
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