Jakarta, INTI - The transformation of artificial intelligence (AI) is accelerating rapidly. A recent report by Dale Carnegie titled State of Organizational Health 2025 shows that the integration of AI within organizations increased from 12 percent to 15 percent in 2025.
However, the leadership development and consulting firm highlighted a significant gap in AI adoption, which could slow down broader AI transformation despite its growing uptake across many countries.
The report explains that many organizations are facing challenges that go beyond technology itself. One of the most critical issues is the perception gap between top leadership and individual contributors or staff members.
Around 54.2 percent of senior executives stated that technology and AI integration within their companies is highly effective. In contrast, only 11.2 percent of employees at the staff level shared the same view.
“This shows that AI integration is not being communicated effectively down to the lower levels that will be most impacted by the presence of AI,” said Joe Hart, President and CEO of Dale Carnegie Global, during a discussion in Jakarta on Monday, February 2, 2026.
In light of this gap, Hart emphasized that every business leader must develop a long-term strategy, particularly regarding the intended transformation goals for the use of AI technology.
“Leaders need to have a long-term strategy, what kind of transformation AI will be used for, and how to involve existing employees so they can support that long-term program,” he said.
He stressed that organizational success in the AI era is not determined by the sophistication of the technology adopted, but by how leaders manage and leverage the technology adoption process.
According to the report, the rapid acceleration of technology and AI adoption has not been fully matched by human leadership readiness. Globally, 42 percent of respondents reported having strong or highly effective communication cultures, while 46 percent remain in the developing stage.
At the same time, only 17 percent of respondents were assessed as having a deeply rooted culture of empathy, while just 15 percent experienced empowering levels of psychological safety.
This gap illustrates that the success of AI transformation largely depends on leaders’ ability to foster clarity, trust, and human engagement across all levels of the organization.
Hart noted that leadership has become even more critical in today’s AI-driven era. “Amid rapid technological acceleration, leadership is required to show clarity and calmness,” he said.
Furthermore, the report indicates that AI integration tends to benefit leadership levels more than frontline employees and older workers. While AI can enhance efficiency, Hart emphasized that humans remain the key factor in shaping decision-making, building trust, and driving organizations forward.
Leadership as the Key to Unlocking AI’s Real Impact
“When leaders are able to lead people consciously, technology will truly create impact,” Hart said.
Across the Asia-Pacific region, the Dale Carnegie report highlights several key findings. Only 18 percent of respondents reported having a highly effective communication culture in the use of AI. Meanwhile, 49 percent indicated that workplace empathy remains at an emerging stage, and just 10 percent of respondents in the region feel they experience truly empowering psychological safety.
“These findings reinforce that accelerating technology without strong leadership risks creating organizational fatigue, declining engagement, and reduced trust over the long term,” Hart explained.
President Director of Dale Carnegie Indonesia, Paul J. Siregar, noted that the Asia-Pacific results are highly relevant to organizational conditions in Indonesia. He observed that while technology and AI adoption in the country is progressing rapidly, significant leadership challenges remain.
“However, leadership challenges are emerging particularly in communication, empathy, and psychological safety within teams,” Paul said.
Paul further explained that the Asia-Pacific findings strengthen the message that transformation will only deliver real impact when leaders are able to guide people consciously and consistently.
To address these challenges, Dale Carnegie introduced the Take Command framework as a leadership guide designed for the AI era. The framework focuses on shaping leaders who can navigate rapid change with clarity, build trust and collaboration across increasingly complex workplaces, and design long-term strategies that intentionally integrate human strengths with technological capabilities.
“This framework emphasizes that leadership in the AI era is not about mastering technology, but about taking control of organizational direction, culture, and behavior,” Hart concluded.
Conclusion
The rapid adoption of AI across the Asia-Pacific region highlights a growing disconnect between technological progress and leadership readiness. While innovation continues to accelerate, sustainable transformation depends on leaders’ ability to foster communication, empathy, and trust. By embracing conscious leadership and human-centered frameworks, organizations can ensure that AI becomes a true driver of long-term growth rather than a source of organizational strain.
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