Publications Repository - Gdańsk University of Technology

Neurodivergent employees have atypical needs that require distinctive leadership approaches. In this study, the specific nature of a relationship between neurodivergent employees and their neurotypical leaders is explored through the lens of the Leader-Member-Exchange (LMX) theory. This two-phased qualitative study builds on 12 semi-structured interviews with neurodivergent employees and an unstructured focus group with 15 individuals with professional and/or personal interest in neurodiversity. The researcher spent almost 13 hours listening to the lived experiences of research participants concerning neurodiversity and leadership. Leaders who exhibit empathy and understanding were noted to provide greater support. The findings also highlight the complexity of neuro-inclusion in the workplace. Specifically, the delicate balance between accommodation and avoiding stigmatization is emphasized, addressing the concerns raised regarding the legal risks associated with neurodivergent inclusion. Additionally, the findings underscore the necessity for leaders to avoid patronizing behaviours while catering to the diverse needs of neurodivergent employees. This underscores the importance of supporting both neurodivergent employees but also leaders navigating such challenges. The findings help to establish inclusive and accommodating employee relations practices that conscientiously address the requirements of neurodivergent employees while providing support for those in leadership roles. This study constitutes a direct answer to recent calls to develop more nuanced understanding of workplace neurodiversity with a specific focus on neuro-inclusive leadership. Acknowledging that we still use inappropriate, old tools in new situations that require novel approaches to leadership, it helps to set the agenda for future research in this area.

Authors

• dr Joanna Szulc link open in new tab