Leading AI transformation: three approaches for CEOs

Purpose This paper examines how CEOs and managing directors lead AI transformation and how their leadership approaches shape organizational change. Design/methodology/approach The study draws on 31 qualitative interviews with CEOs and managing directors across diverse industries in Finland. Inductive thematic analysis is used to identify and compare distinct leadership approaches to AI transformation. Findings Three approaches are identified: Generalist, Expert, and Disruptive. Generalists delegate AI execution to specialists while maintaining strategic alignment and resource support. Experts lead hands-on, building AI capabilities and embedding AI into strategy and management practices. Disruptors treat AI as an existential shift and pursue bold moves, including business-model and market repositioning. The approaches differ in engagement level, scope of change, and typical risks. Originality/value The paper extends upper echelons and transformational leadership research by showing how CEOs’ personal orientation to AI shapes AI transformation outcomes, and it offers a practical framework for aligning leadership approach with AI maturity and strategic intent.