Leadership in the Public Sector on the Eve of a New Intelligence Revolution

There are moments when technological advances not only transform how we work, but fundamentally challenge the very essence of leadership.


Today, we find ourselves again at such a crossroads: artificial intelligence (AI) is no longer an abstract concept, but a reality that can either disrupt or empower (or both) the foundations of organisations. But what does this mean for leadership in the public sector?


In my recent Urban Lunch keynote (a monthly conference we hold at urban.brussels open to the public and linked to our missions and vision), I argued that the true power of AI does not lie in automating decisions, but in strengthening collective intelligence. The public sector faces unique challenges: limited resources, complex regulations, and a growing demand for transparency and legitimacy. This is precisely why leaders must not only embrace technology, but above all invest in activating the collective brainpower of their teams.


Research into the implementation of generative AI in the workplace points to a rise in individual work and a decline in cross-departmental collaboration. The introduction of personal AI assistants may further raise the threshold for spontaneous, in-person exchanges of ideas – unless leaders proactively address this and build checks and balances into their AI policies. AI as multi-disciplinary science is about people and the effectiveness of an AI policy lies in how your people or public will be using these tools. A human-centred AI strategy is therefore indispensable: no matter how efficient or user-friendly the tools may be, it is ultimately the human factor – our resilience, creativity, and sometimes even stubbornness – that makes the difference.


Every effective AI strategy, especially in the public sector where we are not driven by new business models, must begin with leadership that puts people at the centre, stimulates collaboration, and creates space for experimentation and exploration. Only then do we create a safe environment where people can make mistakes, learn together, reflect, and take ownership. Admitting mistakes is essential for learning, yet this remains difficult in the public sector, particularly for leaders who are not always held directly accountable.


Taking ownership is crucial for successful leadership; not only for oneself, but for the entire team. As a leader, you set the example: you lead from the front in good times, and from behind in challenging times. Only by truly being there for your people can you make a long-lasting impact. The AI hype challenges us not only to redefine what intelligence means, but also what it means to be a leader.


What do people need in an AI-driven world? Above all, the realisation that they are an integral part of this AI ecosystem – that AI is not some separate super-intelligence operating without them. This is where an effective AI strategy must begin: with people, with leadership, and with the courage to co-create a future where technology serves collective intelligence and the public good.


My session at OEB Digital, “Leading the Shift: Engaging public sector leaders in building a culture of collective intelligence”, offers a practical roadmap for transforming organisational learning in the age of AI. Drawing on a real case study from urban.brussels, we will explore how to move from compliance to collaboration, and how to engage both middle and senior management in peer learning, well-being responsibility, and the co-creation of a shared leadership charter.



Written for OEB 2025 by Margarita Ghulam, AI Innovator & HR Development Expert.



Join Margarita for her How To at OEB 2025.