The case for a growing leadership gap is strong, but the risk is that companies are misdiagnosing the cause. New research from Talogy suggests that as artificial intelligence absorbs entry-level tasks, the natural on-the-job learning that once built managerial capability is disappearing. This creates a tension: the very tools meant to boost productivity may be hollowing out the pipeline for future leaders.
A survey of more than 200 top-level HR and development experts found that 78% of senior HR leaders, talent acquisition managers, and learning and development experts are worried about the impact of AI on skill development. The core concern is that the number of people entering the leadership pipeline is shrinking because critical managerial skills no longer develop as naturally as they once did. Talogy argues that companies must take a more purposeful approach to replacing these organic learning opportunities to avoid future skills gaps.
The counterargument
The strongest counterargument comes from the data on current workforce dependency. A separate report from GoTo found that just under a third of workers said they would be unable to function at their jobs without AI. Furthermore, 39% of all workers and 46% of Generation Z reported that their reliance on AI made them feel less competent and less intelligent. This suggests the problem may not be a lack of training programs, but a deeper issue of dependency. If employees are already using AI to cover existing learning gaps, simply adding more structured leadership development may not address the root cause of the skills deficit. The read-through here is that the issue is behavioral, not just structural.
On balance
Ali Shalfrooshan, Talogy's director of science strategy, noted that teaching employees to work alongside AI tools is insufficient. He emphasized the need to cultivate core human capabilities like critical thinking, adaptability, and collaboration. A separate study involving more than 6,000 global employees, managers, and talent professionals highlighted the importance of nurturing a learning mindset and the ability to think critically. The report also stressed the value of adaptability, resiliency, clear communication, and collaborative thinking. These proficiencies can form the basis for strong leadership pipelines even as AI becomes more pervasive.
However, Shalfrooshan warned that skills training must be paired with deeper psychological foundations, including values and emotional intelligence, to remain grounded in human connection. HR leaders may also need to improve their behavioral assessments to identify leadership potential early and map hidden talent. The line to watch is whether organizations move beyond simple AI integration training to address the underlying changes in how employees learn and develop. On balance, the facts suggest that the leadership pipeline is under pressure from both the automation of entry-level work and the psychological effects of AI dependency.