Answer extracted from the Executive Wins Podcast — listen to the full episode below.
Will AI make human leadership more or less important?
AI will not diminish the importance of human judgment—it will accelerate the need for it. As artificial intelligence and tools handle routine repeatable tasks, the ability to exercise judgment, have courageous conversations, and leverage diverse perspectives becomes even more critical—capabilities that machines cannot replicate.
The relationship between AI and leadership is often misunderstood. While some argue that automation will make human judgment less valuable, the opposite is true. When easier, repeatable tasks are handled by tools, leaders are freed from operational minutiae and must engage with more complex, nuanced decisions that demand authentic human presence.
This shift places increased emphasis on courageous conversations—the ability to speak difficult truths, challenge assumptions, and navigate ambiguity without resorting to scripted responses. A machine cannot sense when a team member needs honest feedback wrapped in empathy, nor can it read the room to know when to push and when to listen. These judgment calls are fundamentally human.
Additionally, as discussed in the episode, harvesting diversity—the capacity to actively seek out and integrate different perspectives, experiences, and viewpoints—becomes a competitive edge that AI cannot automate. This requires intentional human leadership and a commitment to psychological safety, where people feel empowered to contribute their authentic selves.
"The primary job of leaders is to build more leaders. Like before the business success, before celebrate the results for the year or whatever the case may be, the primary job of leaders is to actually build more leaders."
Eric Dillon — President of General Bank of Canada, a banker with 30 years of experience in the finance industry, primarily in Alberta. Dillon has held leadership roles managing teams as large as 2000 people and has mentored over 122 individuals through structured mentoring relationships, driven by his passion for advancing the next generation of leaders and gender diversity in banking and finance.
In Dillon's view, the era of AI will intensify the demand for leadership that builds leadership. When routine work is handled by machines, organizations that thrive will be those where leaders invest in developing human capability, fostering trust, and creating cultures where people can learn, grow, and take on greater responsibility. This is a form of capital that no AI can generate on its own.
The nuance here is crucial: AI will not diminish the supply of human capability, but it will raise the baseline expectations for what leadership itself must deliver. A leader who only managed operational tasks will become obsolete; a leader who builds judgment, courage, and inclusion will become indispensable. For more insight into how leaders can cultivate these capabilities in others, this podcast episode explores the mentoring frameworks and leadership principles that support this transformation.
See also
What is the primary responsibility of business leaders in modern organizations?
According to Dillon, the primary job of leaders is to build more leaders—before celebrating business success or annual results. He emphasizes that developing the next generation of leaders is the foundational responsibility that drives long-term organizational strength.
How should leaders approach candid feedback and transparency in mentoring relationships?
Dillon was more hesitant about directness in his early mentoring years but became increasingly courageous and unapologetic about it. He now delivers candid feedback matter-of-factly, believing that honest conversations grounded in confidentiality and respect strengthen mentoring relationships.
How has the nature of business capital changed in financial services, and what does this mean for leadership?
Historically, capital in banking meant money locked in vaults to build plants and create economic goodwill. Today, organizational capital—the people, culture, and capabilities—has become the dominant competitive advantage in financial services.