The majority of workers in a new global survey said they have agency over technology’s impact on their roles and viewed artificial intelligence (AI) favourably. Just more than half, however, said they trust senior executives.
When it comes to AI, curiosity exceeds concern for employees in PwC’s Global Workforce Hopes and Fears Survey 2025. More respondents cited feeling curious (50%) or excited (41%) than worried (26%) or confused (21%) when considering how AI could transform the nature of their roles.
Additionally, 69% of workers reported having a significant to moderate amount of control over technology’s impact on their jobs.
PwC surveyed nearly 50,000 workers globally in July and August.
The report found that 54% of employees used AI in the past 12 months, and only 14% currently use generative AI in day-to-day tasks. By contrast, 70% of daily generative AI users are expecting major job impacts from emerging technologies.
Despite this disconnect, workers’ AI optimism does not equate to trust in leadership. Fifty-eight per cent of employees trust direct managers, and 51% trust senior executives, the report said. Subsequently, issues around trust make 41% hesitant to speak openly with their manager.
“Workers need to see leaders doing what they say they’ll do, but just 55% say this is true of their direct managers today, and only 50% say their top management lives up to this maxim,” the report said.
Furthermore, nearly half of non-managers (49%) said they lack sufficient resources to upskill, compared with 28% of senior leaders who share that sentiment. Senior executives (62%) and managers (52%) reported feeling more in control of technology’s impact on their jobs than entry-level contributors (43%) and non-managers (35%).
“For employers, these findings are a stark reminder that they can and should do more to help workers understand, adopt, and embrace AI’s transformative power,” the report said.
Trust: A key ingredient for engagement
Poor trust could further disrupt employees’ relationship with technology.
Employees working in psychologically safe environments are often more motivated than those who feel less safe, the report said. But only 56% reported feeling safe to try new approaches in their workplace, and 54% said their team treats failures as opportunities to learn and improve.
Employees are more likely to oppose technological change when companies fail to create a culture focused on care, Jamie Gruman, professor of organisational behaviour at the University of Guelph in Canada, explained in a podcast interview with FM.
“If [employees] are prevented from working in a way that allows them to feel fulfilled … they’re going to work to undermine the technology,” Gruman said. “[When] employees have a say in how the technology is going to be used, where their concerns about the damaging effects of technology are heard and addressed … [they’re] going to be less resistant to the technology.”
The PwC report said that as AI use accelerates, leaders need to ensure their teams feel safe speaking up, experimenting, and learning from failure. Ultimately, dependable leaders are not just desirable — they’re critical for motivating talent.
— To comment on this article or to suggest an idea for another article, contact Steph Brown at Stephanie.Brown@aicpa-cima.com.
