The rapid emergence of large language models (LLMs) and other AI tools in academia presents significant challenges for library directors, necessitating strategic and informed decision-making. Library patrons and staff are seeking guidance on navigating the current technological landscape and preparing for future advancements. This situation raises the critical question: How should the library leadership tackle integrating new AI technologies in their organisation? 

Recent research indicates that directors from LIBER member libraries employ various decision-making models depending on the situation. The decision-making process varies significantly between long-term strategic planning, immediate crisis management, and innovation decisions. Traditional decision-making frameworks, such as the Vroom-Yetton-Jago model and the Tannenbaum-Schmidt Leadership Continuum, have been effectively utilized in library leadership. However, the advent of AI introduces new dynamics that may alter these established processes. 

The AI phenomenon can be examined from three perspectives: innovation, long-term strategy, and crisis management. Each perspective requires distinct decision-making approaches, yet the rapid development of AI tools often blurs these boundaries, creating a complex environment for library leaders. 

In this presentation, we explore how library directors can apply established decision-making models to address the challenges posed by AI. We will draw on examples from existing literature and practical experiences, including case studies from Turku University Library, to illustrate the practical implications of these models in real-world scenarios. Our analysis aims to provide actionable insights for library leaders to effectively manage AI integration and lead their institutions through this transformative period. It also looks at how AI could possibly enhance the future of decision-making.