Reconceptualizing Leadership From a Neurodiverse Perspective

Abstract

While scholarship has increased on the topic of neurodiversity in organizations, which refers to individuals with pervasive developmental disorders in the workforce, leadership theory and research has not yet integrated this perspective. Consistent with conventional conceptualizations of disability as an impairment, the few relevant leadership studies tend to approach these differences as special cases, rather than as a population to which theory may be generalized. As a result, management scholars have yet to develop theories and models that are inclusive of neurodiversity. Using the critical disability theory as a lens for reframing assumptions about leadership behavior as described in existing theory and research, we postulate that neurodiversity may serve as a cognitive strength from which leadership derives. We offer a conceptual model that articulates how cognitive characteristics associated with neurodiversity may lead to task-based leadership behavior, and we trace the influence of such behaviors on leader and follower outcomes. The model also includes enabling conditions that may positively influence the emergence and recognition of neurodiverse individuals as leaders. We conclude by proposing directions for future research to better integrate the neurodiversity and leadership literatures and reflecting on the associated practical implications.

A relational perspective of schizophrenia at work

“…Provision of adequate psychological and well-being support at work may allow individuals with mental illness to draw upon their personal strengths and develop coping mechanism to deal with challenges (Hennekam et al. , 2020; Roberson et al. , 2021).…”

“…Second, in the view of increasing ethical imperatives to enhance employment opportunities for individuals with mental illness (Hennekam et al, 2020), employers may make their organization more inclusive by extending support and providing flexible schedules, reduced workhours or intermittent breaks and other accommodating practices (Bonaccio et al, 2020;Gewurtz et al, 2021). Provision of adequate psychological and wellbeing support at work may allow individuals with mental illness to draw upon their personal strengths and develop coping mechanism to deal with challenges (Hennekam et al, 2020;Roberson et al, 2021).…”

Don’t tell me what to do: Neurodiversity inclusion beyond the occupational typecasting

“…This should include the support for leadership development and advancement of neurodivergent individuals toward leadership roles. This will help reduce stereotyping and promote broad inclusion rather than limited employment in specialized occupational pockets (Praslova, 2021b(Praslova, , 2022a(Praslova, , 2022bRoberson et al, 2021). Organizations of all types can improve work environments for neurodivergent employees; examining and implementing evidence-supported inclusion strategies should be the foundation of this work.…”

Amplifying Black excellence in industrial–organizational psychology.

“…Whereas most research documents the negative implications of commonly stigmatized identities for leadership, Roberson et al (2021) offered a novel conceptualization of how neurodiversity, which refers to individuals with pervasive developmental disorders, could serve as a cognitive strength for leaders and support positive outcomes for leaders and followers. They also suggested enabling conditions in the organizational environment (e.g., novel situations that allow problems to be defined and addressed more creatively) that could magnify the probability of neurodiverse leaders enacting the functional leadership behaviors that showcase their unique value to organizations.…”