TDNet Discover

The purpose of the phenomenological qualitative study was to illuminate the perspectives and experiences of the neurodiverse regarding leadership abilities and experiences. For the utility of this study, a neurodiverse leader was generally defined as any leader with self-described cognitive differences in thinking and acting that vary from the typical. The theory guiding this study was Bill George’s theory on authentic leadership as it emphasizes founding key principles of establishing genuine relationships, leading from deep convictions, and being true to oneself and one’s unique qualities. This theoretical framework provided a strong foundation upon which to expand the leadership research involving neurodiverse leaders. The study design investigated self-described neurodiverse leaders’ perspectives through use of the hashtags #neurodivergentleaders, #neurodiverseleaders, #neurodivergentleadership, and #neurodiverseleadership to locate descriptions of neurodiverse leadership experiences. Hundreds of posts, videos, and podcasts from social media sites such as LinkedIn, Facebook, Instagram, TikTok, YouTube, and Spotify were reviewed for applicability to the study. This study answered the question, “How do neurodivergent leaders view themselves and their experiences in leadership?” Through inductive coding analysis of 108 posts, videos and podcast transcripts, themes and patterns emerged to describe what it means to be a neurodiverse leader. These themes culminated in the findings that neurodiverse individuals have unique experiences in life and work, face unique challenges, exhibit unique positive qualities, and can possess strong leadership attributes.