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Servant Leadership Leads the Charge in the Agentic AI Era

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  Published in Business and Finance on Thursday, December 11th 2025 at 2:34 GMT by Impacts

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Servant Leadership in the Agentic AI Era – A Summary of David Fapohunda’s Insight

In his recent article on TechBullion, David Fapohunda tackles one of the most pressing questions of the 21st‑century workplace: how can leaders guide organisations when artificial intelligence (AI) systems are increasingly autonomous? Drawing on the classic theory of servant leadership, the piece argues that the age of agentic AI—where algorithms act with a degree of independence—demands a new flavour of human‑centred leadership that places the welfare of people, communities, and ethical principles above corporate bottom lines.

1. What is Agentic AI?

Fapohunda starts by demystifying “agentic AI.” Unlike conventional AI that simply executes instructions, agentic AI systems can make decisions, set goals, and modify their behaviour based on feedback loops. In practice, this means chat‑bots that negotiate contracts, recommendation engines that curate news feeds, or autonomous vehicles that must choose a path in real time. As these systems acquire more “agency,” the line between human and machine decision‑making blurs, raising the stakes for leadership.

2. The Core Tenets of Servant Leadership

The article revisits the foundational ideas of servant leadership as introduced by Robert K. Greenleaf in the 1970s. These ideas—listening, empathy, stewardship, and community building—serve as a counterpoint to the “command‑and‑control” model that many executives still favour. Fapohunda stresses that servant leaders are not merely “nice” managers; they are strategic actors who shape organisational culture, ethical norms, and collective purpose.

3. Why Servant Leadership Matters for Agentic AI

In a world where algorithms can independently influence outcomes, the human element becomes even more critical. Fapohunda lists three key reasons why servant leadership is indispensable:

1. Ethical Oversight – Servant leaders cultivate a culture of moral scrutiny, ensuring AI systems align with organisational values and societal norms.
2. Trust Building – By actively listening and engaging employees, servant leaders create transparent dialogue about how AI is used, mitigating fears of job displacement or algorithmic bias.
3. Human‑Centred Design – Servant leaders champion the integration of human needs into the design process, ensuring that technology enhances rather than replaces the human experience.

4. Practical Strategies for Leaders

The article offers a roadmap of concrete actions that managers can take to embed servant leadership in an AI‑heavy environment:

Fapohunda emphasises that these practices are not one‑off initiatives; they should become part of the organisation’s rhythm and governance framework.

5. Case Studies and Evidence

To illustrate the potency of servant leadership in AI, Fapohunda cites a handful of real‑world examples. One such case is a fintech startup that built an AI‑driven credit‑scoring tool. By involving community members in the data‑labeling process and establishing a “fairness audit” committee, the company was able to reduce bias by 30 % and improve customer trust scores dramatically. Another example involves a healthcare provider that rolled out an AI triage system; a servant‑leadership approach that prioritised staff training and clear communication led to faster patient throughput without compromising safety.

6. The Broader Societal Implications

Beyond organisational boundaries, the article contends that servant leadership can influence the larger AI ecosystem. Leaders who champion transparency, fairness, and human welfare set industry standards that ripple outward. Fapohunda argues that a culture of stewardship, nurtured by servant leaders, can help prevent the concentration of power that often accompanies advanced AI.

7. Conclusion – A Call to Action

Fapohunda concludes with an impassioned appeal: as AI systems gain more autonomy, the responsibility of leaders to safeguard human dignity and ethical norms magnifies. Servant leadership is presented not as a luxury but as a necessity. By listening, empathising, and acting in the best interests of all stakeholders, leaders can harness the power of agentic AI while ensuring that technology serves humanity rather than undermines it.

Key Takeaways

David Fapohunda’s article serves as a clarion call for modern managers: in the era where AI systems can act like agents, the most resilient organisational compass remains a servant‑oriented, people‑first leadership philosophy. By adopting the strategies outlined, leaders can navigate the complexities of autonomous technology while keeping human welfare at the centre of their decision‑making process.