Abstract
This study investigates the methodology of personnel substitution by Artificial Intelligence (AI) as a fundamental determinant in the transition toward the «Corporate Governance 5.0» model. The research demonstrates that the contemporary scientific approach to this phenomenon is primarily mixed and exploratory, intentionally combining quantitative survey-based data from managers and HR professionals with qualitative depth, including semi-structured interviews and thematic analysis. The author substantiates that the substitution of leadership is not a mere act of mechanical automation; rather, it is a «hybrid reconfiguration of managerial tasks» performed through the collaborative interaction of humans and artificial intelligence. A central focus of the article is the identification of a significant «institutional gap»: empirical data suggests that while organisations have implemented AI tools, only 1% have achieved full organisational maturity in their implementation. Furthermore, nearly 70% of digital transformation projects fail due to low organisational readiness and workforce resistance. The study categorizes the literature into several distinct methodological lenses-Technology Acceptance, Readiness for Change, and Resource/ Capability Models-which collectively determine the success of AI integration.On a practical level, the substitution of managers manifests in the automation of data-heavy tasks such as recruiting, task assignment, performance evaluation, and retention decisions. Rather than replacing the human leader entirely, AI takes over these transactional functions, allowing the human manager to concentrate on «adaptive intelligence» and existential skills. Leadership adaptation is measured through specific indicators: the ability to define a digital vision, participatory communication, and managerial flexibility. The methodology tracks outcomes such as innovation, employee retention, and resilience. Most importantly, the research reveals that AI has the potential to satisfy employees psychological needs-such as fairness and data-driven objectivity - sometimes even more effectively than human leaders. The study advocates the concept of Hybrid Synergy (The Human-Machine Handshake), in which AI evolves from a simple tool to a full-fledged «teammate» or «cognitive agent». This integration allows for substantial increases in productivity, employee engagement, and the quality of strategic decision-making. The article emphasises the need to move away from traditional hierarchical oversight toward adaptive leadership grounded in ethical governance and a human-centric approach within the Industry 4.0 and 5.0 landscape. As leadership roles are «rewired», organisational success will depend on harmonising AI's computational power with human leaders emotional intelligence and ethical oversight.