When AI outthinks, leaders must out-empathise: The new mandate for human connection

“Leadership in the era of AI is about building trust, fostering open dialogue, and leading with empathy. This involves acknowledging genuine concerns about technological disruption and potential job displacement and creating a supportive environment that encourages engagement and learning.” – Elayne Gan, General Manager, Asia-Pacific, Dow Jones

What does it mean to lead when technology can outthink, automate, and analyse faster than humans? As generative AI (GenAI) reshapes the fabric of work, the actual test of leadership may no longer lie in making decisions but in how well leaders connect, empathise, and inspire.

For Elayne Gan, General Manager of Asia-Pacific at Dow Jones, the age of AI is not diminishing the role of leadership, but instead redefining it entirely. In this conversation with HRM Asia, she reflects on the shifting demands of leadership in a diverse region like Asia-Pacific, and why the most critical skills of the future may be the most human of all.

The conversation around GenAI often centres on operational efficiency. Based on your experience across the Asia-Pacific region, how is this technology reshaping the very nature of leadership, demanding a shift from traditional directives to a more nuanced engagement with human complexities and emotional intelligence?
Elayne Gan: AI has become a key enabler across our business, empowering our people to focus on higher-value, more strategic work. With the accelerated adoption of GenAI across industries in the Asia-Pacific region, leadership is crucial in the race to automate, streamline, and innovate. Leaders are challenged to strike a balance between transformation, empathy, transparency, and human connection. Emotional intelligence is therefore essential in leading multi-generational, multicultural teams through technological disruption.

To guide and nurture employees through this transformative change, leaders must sense team sentiment, understand the unspoken, and adapt their communication styles to different cultural contexts. Building trust around AI experimentation, appreciating cultural sensitivities, and fostering human connection—especially in a technology-driven world—necessitates transparent communication.

For me, leadership in the era of AI is about building trust, fostering open dialogue, and leading with empathy. This involves acknowledging genuine concerns about technological disruption and potential job displacement and creating a supportive environment that encourages engagement and learning.

Dow Jones, as a leader in information, has its journey with AI integration. Can you share specific insights from your internal approach, particularly how it has impacted leadership styles and the overall employee experience, and what key lessons Dow Jones has learned that could benefit other organisations in the region?
Gan: The adoption of AI is profoundly reshaping the culture of work, highlighting that its integration is not merely a technical or operational decision but a significant cultural shift within the workplace. Navigating this change effectively requires a deeply human approach.

From a leadership standpoint, this shift underscores the importance of accessibility and a people-centric approach. Leaders must evolve beyond decision-making to become facilitators, connectors, and enablers of innovation. It is not about “owning the AI vision”—it is about distributing ownership of AI adoption, cultivating cross-functional AI champions, and fostering a culture where curiosity is rewarded.

During such transformative periods, particularly when employees are adapting to new AI technologies, it is crucial to support them through clear communication and by providing opportunities for upskilling. This should be coupled with nurturing a culture of continuous learning and collaboration.

Transparency is paramount for building trust around AI, particularly given its novelty, rapid evolution, and inherent uncertainties. Individuals need to understand not only what is being implemented but also the rationale behind it, its potential impact on their work, and their role within the broader context.

Importantly, transparent communication creates a safe space for experimentation. Even when outcomes are unclear, teams are far more inclined to engage when they feel informed, included, and empowered. It is this kind of open dialogue that turns experimentation from a risk into an opportunity.

That is something I have always tried to prioritise when thinking about leadership: being approachable, solution-oriented, and genuinely invested in creating a positive and collaborative environment.

The Asia-Pacific region is characterised by its diverse, multi-generational, and multicultural workforce. In the context of widespread AI adoption, what challenges and, conversely, what significant opportunities does this present for effectively scaling human-centred leadership principles across such varied demographics?
Gan: Asia-Pacific’s diversity gives it a unique edge in designing more inclusive AI solutions where localisation and empathy are critical to delivering scalable, impactful outcomes. For example, understanding the nuances of different markets and adopting a “glocal” approach enables a balance between global strategies and local needs. Ultimately, it is about effectively tailoring AI adoption strategies to meet the specific needs and challenges of diverse markets, cultures, and languages.

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Taking a bottom-up approach to developing solutions empowers employees to drive adoption and innovation. This involves employee-led experimentation, cross-functional collaboration, and iterative learning to develop bespoke AI solutions. The goal is to cultivate a culture of ownership and agility, encouraging widespread adoption through grassroots innovation and localised implementation.

Looking forward 3-5 years, as AI becomes even more deeply embedded in business, how do you foresee the essential definition of a “leader” evolving, and what core leadership attributes will transition from desirable to absolutely non-negotiable for success in this AI-driven future?
Gan: As AI becomes more embedded in business, I foresee leaders will be defined more by how well they connect with people. While AI excels at data processing and automation, it cannot replicate emotional intelligence. Especially in diverse, multilingual regions like Asia-Pacific, leaders need to deeply understand multiple perspectives, anticipate emotional responses, and make thoughtful, human-centric decisions that will distinguish themselves in this dynamic environment.

Foundational attributes for future leaders include empathy, transparency, and a sense of curiosity. Leaders must stay open to feedback, listen actively across generational and cultural lines, and create safe spaces for new ideas to emerge. When leaders demonstrate genuine care, their teams reciprocate with trust and innovation, fostering long-term growth and resilience in the face of continuous change.

Ultimately, leaders must not only embrace AI but also embody the irreplaceable human values it cannot replicate. The ability to build strong relationships and consistently prioritise people in every decision will be the hallmark of successful leadership in the years ahead.