Date of Award

Fall 2025

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Organizational Leadership

First Advisor

Dr. Debra J. Dean

Second Advisor

Dr. Bethany Peters

Third Advisor

Dr. Sherrie Lynn

Abstract

Artificial intelligence (AI) is rapidly becoming part of cancer research teams, helping with data analysis, pattern recognition, and decision support. Although AI changes how work is completed, little is known about how AI changes how followers adapt when AI becomes part of the team. This study examined how AI influences followership characteristics within AIhuman hybrid cancer research teams. A qualitative phenomenological research design was used to explore the lived experiences of nine cancer research professionals who interacted with AI as part of their routine work. Semi-structured interviews were conducted, transcribed, and analyzed through multiple rounds of qualitative coding to find patterns related to followership and communication. The findings showed that AI did not reduce the follower role; instead, AI reshaped it. Followers assumed greater responsibility for verifying AI outputs, served their teams by clarifying information across multiple professional disciplines, and showed the courage to challenge AI-generated results when something appeared incorrect. Communication shifted from opinion-based discussion to data-driven dialogue, making collaboration more transparent and efficient. AI functioned as a shared reference point, allowing followers to communicate with confidence and support collective decision-making. This study contributes to followership theory by finding an emerging form of AI-enabled followership, where followers use AI to strengthen responsibility, accuracy, and collaboration. The findings suggest that effective cancer research depends not only on advanced technology but on followers who think critically, communicate clearly, and uphold responsibility within AI-infused cancer research teams.

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