Human-AI Synergy Driving Performance: The Mechanism of Empowering Leadership, Human-AI Processes and Ambidextrous Innovation in Intelligent Manufacturing
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This Article aimed to study the mechanism by which leadership style affects production performance through ambidextrous innovation and the human-AI process. The sample was intelligent manufacturing teams. Specifically, data were collected from 41 teams (203 employees) in the automotive parts, electronics assembly, and equipment manufacturing sectors. A “time-lagged + multi-source paired” hybrid design was employed. This design combined leader, member, and objective data sources across three waves. Data collection was conducted in three phases to reduce common method bias. The data were analyzed using descriptive statistics and content analysis. The research results were found as follows: (1) empowering leadership has a significantly stronger promoting effect on production flexibility and exploratory innovation than transformational and transactional leadership; (2) human-AI process (including the three dimensions of technical trust, collaborative fluency, and fault co-management) is a key moderating variable - when its level is high, the effect of empowering leadership on exploratory innovation increases by 79%; (3) The path of ambidextrous innovation is situationally differentiated: exploitative innovation is driven by transformational/transactional leadership and improves efficiency and quality, while exploratory innovation relies on the synergy of "empowering leadership + high human-AI process" to enhance flexibility. Research shows that intelligent manufacturing companies need to prioritize the development of technology-empowering leadership, simultaneously optimize the quality of human-machine collaboration, and provide a new dimension of "human-AI process" for team process theory. This study thus offers a validated framework for enhancing performance in intelligent manufacturing through the synergistic interplay of leadership and human-AI collaboration.
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