ЕМОЦІЙНИЙ ІНТЕЛЕКТ ЛІДЕРА В УМОВАХ ГЕНЕРАТИВНОГО ШІ: “HUMAN–AI LEADERSHIP” ЯК НОВА УПРАВЛІНСЬКА КОМПЕТЕНТНІСТЬ

Purpose. To conceptualize human–AI leadership as an integrated managerial competence and explain how leader emotional intelligence (EI) moderates decision quality, delegation, and managerial communication when generative AI tools (Copilot/ChatGPT) are used in corporate management. Methodology. The paper applies conceptual modeling that integrates EI theory, psychological safety, and trust calibration in human–AI collaboration. A “Package B” rapid empirical design is proposed: a randomized online experiment that manipulates access to GenAI in core managerial tasks (decision, delegation, team communication), combined with EI measurement and trust-calibration indicators. As a follow-up validation path, a two-wave time-lag design and 180° assessment (leader + subordinates) are proposed to reduce common-method bias. Results. An EI-moderated human–AI model is formulated. EI strengthens the positive impact of GenAI on managerial outcomes when trust is properly calibrated and psychological safety is maintained. Under low EI, the model predicts higher risks of over-reliance, emotionally detached communication, and weaker delegation quality. The paper provides an operationalization toolkit: GenAI use intensity; delegation quality indices (clarity, boundaries, success criteria); communication quality indices (empathy, tone, transparency); psychological safety markers; and behavioral trust-calibration measures. Scientific novelty. The article introduces an EI-driven trust-calibration framework as an explanatory mechanism showing when GenAI improves leadership effectiveness and when it amplifies managerial errors. Practical value. The results support corporate GenAI policies, leadership development programs, and HR assessment of leader readiness for GenAI-enabled delegation and communication.