This study explores the role of transformational leadership in shaping the adoption and effective utilisation of artificial intelligence (AI)-enabled decision-support systems in executive decision-making. In the context of rapid digital transformation, organisations increasingly rely on AI technologies such as predictive analytics, machine learning, and intelligent dashboards to enhance decision quality, speed, and strategic outcomes.

Grounded in Transformational Leadership Theory, this research examines how leadership behaviours — idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration — impact AI adoption, trust, and decision-making effectiveness at the executive level. The study adopts a mixed-method approach, combining quantitative analysis (reliability testing, correlation, and regression) with qualitative thematic analysis using SPSS and NVivo across 90 respondents.

Findings indicate that transformational leadership plays a critical role in facilitating AI integration, fostering trust in AI-driven decisions, and mitigating challenges such as algorithmic bias, ethical concerns, and cognitive overload. The research proposes a conceptual framework linking transformational leadership with executive decision outcomes, offering practical implications for organisations aiming to enhance leadership competencies in the age of AI.