I have been writing a series of essays on adapting software engineering to the widespread use of AI. My last essay focused on adapting organizations, designing them to be their most effective with AI. Because leadership is so critically important to the success of an organization, it might seem like an omission that I didn’t include a section on leadership, but the topic of leadership deserved an essay of its own.[1] Transformational Leadership Transformational times require transformational leadership. We admire leaders who can inspire, lead by example, define excellence, connect the work to its purpose and its positive impact on the world, and deeply understand humans and human relationships, in part because these leaders are so rare.[2] With AI rapidly changing the way we all work, exceptional leaders will be more important than ever, helping organizations navigate these generational changes to become highly effective, while not losing their humanity. You have to be run by ideas, not hierarchy. The best ideas have to win. Otherwise good people don’t stay. —Steve Jobs It doesn’t get talked about as much, but bureaucratic, routine management—management that never inspired anyone—can be just as easily replaced by AI as the work performed by programmers. An AI is probably better. While an AI can liberally and tirelessly apply bureaucracy and nuts-and-bolts management, it also holds a broader perspective, is less biased, and comes with less baggage. Unless you make it part of the context, the AI is not looking to get promoted, it is not competing with peers, it doesn’t favour its old team, it doesn’t get emotional, it is not worried about getting fired, and it is not self-conscious about its ability to lead—it is just exploring the vector space. AIs are also great tools for inviting different perspectives, weighing pros and cons, and being sensitive to a broad set of needs.[3] Don Norman, in his book The Design of Everyday Things, notes most engineers struggle with...