Reward, Risk, and Regulation: What Americans Really Think About AI
Artificial intelligence is no longer a distant idea. It is actively shaping culture, leadership, and how we approach work and life. A new report from Gallup and the Special Competitive Studies Project (SCSP), Reward, Risk, and Regulation: American Attitudes Toward Artificial Intelligence, offers a comprehensive look at where Americans stand on AI adoption, trust, and its impact on the economy, defense, and global competitiveness.
As a leadership strategist and burnout prevention advocate, I see these findings as more than survey data. They provide a roadmap for how leaders, teams, and organizations must prepare for a future filled with both opportunity and uncertainty.
Awareness and Trust: Americans Know AI Exists, but Few Truly Trust It
Nearly every American has encountered information about AI in the past year (98%). Yet awareness does not mean confidence. Only 8% of Americans describe themselves as “very knowledgeable” about AI, and just one in three trust AI to make fair, unbiased decisions.
Interestingly, people who use AI are twice as likely to trust it compared to non-users. This echoes a leadership principle I often highlight on BreakfastLeadership.com/blog: direct engagement builds confidence. Leaders cannot inspire trust in their teams or organizations if they are not engaging with the tools shaping tomorrow.
The lesson is clear. Leaders must create safe opportunities for experimentation. Whether using AI for streamlining workflows, content creation, or decision-support, adoption and transparency are critical for building trust.
AI as a Global Competition
The Gallup–SCSP study shows Americans understand the role AI plays in global competition. Seventy-nine percent agree it is important for the United States to lead in AI technology, but only 15% believe it is very likely the country will achieve that leadership position in the next decade.
Younger Americans are significantly less concerned about U.S. dominance in AI compared to older generations. This generational difference may reshape how policymakers, educators, and business leaders present the importance of AI leadership.
What stands out is the preference for collaboration. Forty-two percent of respondents prefer international partnerships over going it alone. This reinforces a core leadership truth: sustainable success comes from cooperation. Just as in business, global alliances create resilience and stability.
Defense and Security: A Mix of Caution and Hope
AI’s role in national security raises both fears and optimism. An overwhelming 87% of Americans believe foreign governments will use AI to attack the United States in the next 20 years. At the same time, there is optimism about AI’s ability to improve threat detection and intelligence gathering.
When it comes to AI-enabled weapons, Americans remain cautious. Nearly half oppose their development. However, support rises above 50% if other nations develop such weapons first. This shows that Americans approach AI defense with a mindset focused on deterrence and protection.
This perspective also applies to the workplace. Employees often fear AI will take their jobs. Leaders can shift the narrative by focusing on how AI can enhance human strengths such as creativity, empathy, and ethical judgment. Framing AI as an ally instead of a threat creates empowerment rather than anxiety.
Economic Impact: Growth Potential and Job Fears
The most compelling findings come from the economic angle. Americans are optimistic that AI can boost productivity (62%) and economic growth (53%). At the same time, they worry AI will lead to significant job losses (61%) and business closures (47%).
When asked about retraining, only 3% believe all displaced workers will find new jobs. The majority believe only “some” will successfully transition. This is why the most popular AI-related policy across party lines is workforce training and education, supported by 72% of respondents.
For leaders, this highlights an urgent responsibility. Companies must invest in continuous learning, not just for technical skills but also for adaptive and human-centered skills. Organizations that prioritize reskilling will not only survive but thrive in the AI-driven economy. For more insights on how culture and training intersect, explore my work on Workplace Culture.
Leadership Priorities Moving Forward
The Gallup–SCSP report reveals a dual reality. Americans are hopeful about AI’s potential, yet fearful about its risks. Leaders must manage these conflicting feelings with clarity, transparency, and vision.
Here are three priorities for leaders navigating this moment:
Increase AI Literacy
Provide training, mentorship, and practical opportunities to use AI. Gallup’s research shows that familiarity directly increases trust.Reframe the Narrative
Present AI as a partner in productivity rather than a job threat. Show how it reduces burnout by automating low-value tasks, allowing teams to focus on creativity and strategy.Commit to Human-Centered Policies
Workforce training is the most supported AI policy for a reason. Leaders who champion reskilling will not only protect their people but also build lasting loyalty.
For more practical leadership strategies, visit BreakfastLeadership.com/blog.
The Path Ahead
The Gallup–SCSP findings show that Americans are still forming their opinions on AI. People want the U.S. to lead, but they doubt it will. They are optimistic about AI’s economic potential, yet worried about job disruption. They distrust AI decision-making, yet remain hopeful when it comes to defense and global collaboration.
This tension is not a barrier. It is an opportunity. True leadership in the AI era means guiding teams and societies through paradox: embracing innovation while protecting human values.
The question every leader should be asking is not whether AI will change our future, but how we will shape that future to strengthen culture, organizations, and communities. For those ready to step into that role, the future is not something to fear. It is something to design.
