Naos for Leadership - Explore
Explore ExploreAdvancing, through HEC Paris research, a deeper understanding of enlightened, human-centered leadership. Shedding light on the evolution of leadership in a world shaped by AI and complexity.
In a context marked by the rise of artificial intelligence, the transformation of work, and intensifying uncertainty, the very foundations of management and leadership call for renewed examination.
The NAOS Lab conducts fundamental research in management, at the intersection of strategy, organizational behavior, and decision sciences. It investigates contemporary forms of leadership, with particular attention to the still underexplored dimensions of action – such as intuition, discernment, empathy, and emotional intelligence – and their role in individual and collective decision-making processes.
In dialogue with the social sciences and the humanities, this research seeks to enrich the analytical frameworks of management and to illuminate ongoing transformations, thereby contributing to the intellectual and academic project of HEC Paris.
At HEC’s NAOS Lab, we examine, through rigorous and systematic research, intuition in complex environments, the role of empathy in performance and relationships, and the exercise of managerial courage under uncertainty – along with their evolution in a world increasingly shaped by AI, geopolitical conflicts, and new forms of organizational complexity. Brad Harris, Scientific Director
Research Topics
- Decision-making in contexts of uncertainty and artificial intelligence;
- Interactions, competition, and complementarity between human and artificial intelligence in organizational settings;
- Trust, bias, and the limits of automation.
- The role of intuition, courage, and empathy in decision-making and governance;
- Leadership in the face of ethical dilemmas;
- Emotional and relational intelligence in organizations;
- Leadership and authenticity in the age of AI.
- Immersive and experiential formats (theatre, simulations, etc.);
- Experiential learning and self-awareness;
- Training in judgment and complex decision-making.
- Intuition and decision-making under pressure;
- Tacit knowledge and learning;
- Intuition, creativity, and innovation.
- Leadership in contexts of crisis and disruption;
- Anticipation, alliances and strategic decision-making.
Research projects
If AI Takes Over Management, What's Left for Leaders?
Access the paper 'If AI Takes Over Management, What's Left for Leaders?'
Read the HEC article 'If AI Manages, What’s Left for Managers?'
White papers
Leading in a World of AI in 2035
What are the implications for decision-making and leadership posture in the years ahead? A foresight study with exploratory scenarios.
Videos
Trust underpins economic performance, social mobility, and democratic legitimacy, yet remains largely invisible in public decision-making.
