Inclusive leadership for neurodiverse followers in daily practice: a qualitative dyadic-diary study

This research looks at how neurodivergent employees, and leaders of neurodivergent employees, define and experience "inclusive leadership" in daily practice. Specifically, this research will analyse real-world contextual experiences of inclusive leadership, reported in interviews and daily diaries of leader-follower interactions kept by neurodivergent employees and managers of neurodivergent employees. The project aims to identify behaviours, processes, and contextual features, that constitute "inclusive leadership" from the perspectives of these individuals.

Providing greater understanding of how neurodivergent employees and their managers experience inclusive leadership in practice will not only advance theoretical and conceptual understanding of inclusive leadership and neurodiversity inclusion; but crucially, it also holds the important potential to support the wellbeing and performance of neurodivergent employees, their managers, and organisations.

In summary, this study has three key aims to advance theory and practice:
1. To understand the relational practice and lived experience of neurodiversity inclusive leadership
2. To understand what neurodivergent employees perceive and experience to be inclusive leadership in practice
3. To understand what managers of neurodivergent employees perceive and experience to be inclusive leadership in practice