The impact of laissez-faire leadership style on the intention to use artificial intelligence technology in lebanese banks: The role of perceived usefulness and ease of use

Abstract

While transformational leadership style is commonly linked with innovation adoption, this paper focuses on the effect of laissez-faire leadership on AI adoption intentions. Drawing on the technology acceptance model, this study examines whether a hands-off leadership approach impedes the formation of perceived usefulness and ease of use. In Lebanon, there is a lack in adopting AI, and there is scarcity in studies which tackle this issue and discover the reasons behind it. The gap exists in the ignorance of what affects the intention to use AI, and what are the variables that influence the decision to adopt AI. The research is conducted to enhance this gap. A quantitative, deductive research methodology was employed, utilizing a questionnaire distributed to Lebanese banking leaders. A total of 250 valid responses were collected online. Reliability and validity of the measurement model were assessed using SPSS, Structural equation modeling with AMOS was applied to evaluate the hypothesized relationships. The findings reveal that laissez-faire leadership does not significantly promote perceived ease of use, negatively impacts perceived usefulness, and may even foster uncertainty and resistance. Additionally, perceived usefulness and perceived ease of use both exhibit a positive and significant influence on the intention to use AI. Furthermore, perceived ease of use positively affects perceived usefulness, reinforcinginterconnectedness of TAM constructs. This paper emphasizes the risks of passive leadership in the digital age, and highlights the need for Lebanese banks to adopt a user-centric and leadership-supported approach to digital transformation that ensures that employees not only see the value of technology but also feel confident and competent in its use.