Reza Moussavian

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Machines as bosses

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Receiving commands from a robot or artificial intelligence? What seems unthinkable to many will soon become normality - reason enough to think about how this will turn out.



​​​​​​​The increasingly digitized working world brings with it a wide range of different types of relationships. The share of classical human-to-human communication will shrink in favor of a constellation that combines man and machine. However, the extent to which digitization has already penetrated its own working world has been shown by the wider public a few weeks ago by the example of the Allianz, which would save several hundred jobs in favor of this.


Who is going to lead?

 In principle, where a high degree of standardization and repetitivity is achievable, there is a growing demand for machines. Now this realization is not new. But the question is whether machines or artificial intelligence can and will take the role of leadership in today's world. What does it mean if not a human being made of flesh and blood, but a machine made of electrodes and circuit boards, leads other machines and people?


The future ist around the corner

It is important to note that these scenarios are not a distant future music. According to studies by Gartner, the market research firm, three million people have a robot as their superiors over the next year. An indication of the fact that artificial intelligence is already coming into play in some areas. Machines adopt entire route planning or provide quantitative targets based on data. In other cases, project work for software developers is evaluated or given by machines.


Curse or Blessing?

This can be ethically questionable or evoke the dangers, but the fact is: fact-oriented decision-making based on algorithms will come. And they will come quickly, which is why we have to adapt to them.


In Artificial Intelligence, one can see either a "risk for humanity", as Tesla founder Elon Musk expresses, or the exact opposite. Rob Nail, head of Singularity University, believes that 70 to 80 percent of the decisions he makes every day can also be hit by an algorithm. You can program the platform so that it decides as well as it does, if not better.

It is without doubt people can also be relieved by the work of machines. Eberhard Hübbe, a psychologist and HR transformation expert, for example, recently emphasized the advantages of machine guidance in an i : "The robot has the advantage, then, that it can orient itself exclusively to factual information and leave mutual emotions or interests outside." At the same time, however, he notes That leadership in the classical sense - that is, the control of people - is thereby brought back into the focus: What machines are missing is therefore the "relationship work, that is, the facet of leadership that has to do with emotions, sensitivities, expectations and individualities ."

Emotionality as a strength

If we see this coexistence as a means of division of labor and thus also to the better nature of the leadership, the debate, which is partly so emotional, would be extremely beneficial.

On the other hand, it is exactly these emotions that allow great things to be moved through charisma, empathy, socialization, and a canon of values. More precisely, those that do not fit into any pattern or formula.


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