Can’t work without it: the quiet addiction to AI at work

Purpose This paper aims to explore the growing but often unacknowledged dependence on generative artificial intelligence tools like ChatGPT in professional settings. It introduces the concept of “quiet addiction” to describe how employees and managers increasingly rely on artificial intelligence (AI) to perform core cognitive and communicative tasks, potentially reshaping the foundations of autonomy, decision-making and leadership in the workplace. Design/methodology/approach The paper integrates three theoretical lenses, cognitive offloading theory, dependency theory in technology use and techno-ethics, to examine the behavioral, ethical and strategic implications of AI overuse in organizational contexts. Practical insights are drawn from recent workplace trends and aligned with contemporary strategic HR and digital transformation research. Findings AI tools are becoming embedded in day-to-day work, prompting concerns about skill atrophy, reduced critical thinking and ethical ambiguity in decision-making. Managers increasingly delegate high-impact responsibilities, such as feedback and strategic planning, to AI systems. Without clear guidance, organizations risk fostering environments where human judgment is devalued or underutilized. Originality/value This paper introduces the concept of quiet addiction to AI in the workplace and bridges theoretical perspectives with actionable strategies. It contributes to evolving discussions on digital transformation by emphasizing AI integration’s nuanced, psychological and strategic dimensions, particularly as they affect employee development and leadership integrity.