This paper examines the effect of AI leadership on talent management among public service employees in Ghana. Drawing on transformational leadership theory (TLT) and the technology acceptance model (TAM), it explores the mediating role of innovative culture and the moderating effects of AI acceptance and digital maturity in this relationship.
A time-lagged research design was employed, collecting data in two phases through a quantitative survey. Convenience sampling was employed to select 378 public service employees. The hypothesized moderated-mediation effects were analyzed using PROCESS macro models.
Results indicate that AI leadership positively impacts talent management through an innovative culture. AI acceptance and digital maturity were identified as significant moderators in these relationships.
The study suggests the transformative potential of AI leadership in talent management within public service organizations. It highlights the importance of fostering innovative organizational cultures and enhancing employee acceptance of AI technologies.
This study is among the first to uniquely integrate contemporary issues, such as AI leadership and digital transformation, with organizational dynamics, making it promising research. It provides valuable insights into how public service organizations can leverage AI-driven leadership to promote innovation and optimize talent outcomes.
