Leading with Understanding: Cultivating Positive Relationships between Neurotypical Leaders and Neurodivergent Employees

Joanna Szulc

doi:10.1108/er-12-2023-0621

Leading with Understanding: Cultivating Positive Relationships between Neurotypical Leaders and Neurodivergent Employees

Abstrakt

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.

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Joanna Szulc dr

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pobrano 44 razy

Wersja publikacji: Accepted albo Published Version
DOI:: Cyfrowy identyfikator dokumentu elektronicznego (otwiera się w nowej karcie) 10.1108/ER-12-2023-0621
Licencja: otwiera się w nowej karcie

Słowa kluczowe

NEURODIVERSITY, LEADERSHIP, LMX, AUTISM, ADHD, DYSLEXIA, RELATIONSHIPS, LEADER-FOLLOWER

Informacje szczegółowe

Kategoria:

Publikacja w czasopiśmie

Typ:

artykuły w czasopismach

Opublikowano w:

Employee Relations nr 46, strony 97 - 114,
ISSN: 0142-5455

Język:

angielski

Rok wydania:

2024

Opis bibliograficzny:

Szulc J.: Leading with Understanding: Cultivating Positive Relationships between Neurotypical Leaders and Neurodivergent Employees// Employee Relations -Vol. 46,iss. 9 (2024), s.97-114

DOI: