This study investigates how perceived exclusion by leaders affects neurodivergent employees in the United Arab Emirates, with a focus on disengagement intentions and workplace resistance behaviors. Drawing on social exchange theory and stigma theory, the study examines the mediating role of stigmatization and the moderating influence of psychological unsafety.
A cross-sectional survey was conducted with 427 full-time neurodivergent employees working across key sectors in the UAE, including technology, education, finance, and government. Data were analyzed using structural equation modeling (SEM) to test direct, indirect, and moderated relationships among the study variables.
Results demonstrate that perceived exclusion by leaders significantly predicts both disengagement intentions and neurodiversity-related resistance behaviors. Stigmatization mediates these relationships, reinforcing the emotional and behavioral consequences of exclusion. Moreover, psychological unsafety strengthens the association between exclusion and stigmatization, indicating that unsupportive environments intensify the negative impact of exclusionary leadership.
This study offers a novel contribution by contextualizing the workplace experiences of neurodivergent employees in the Middle East. It highlights the importance of inclusive leadership in minimizing psychological harm and promoting organizational engagement. The findings underscore the need for psychological safety and stigma-reducing policies to support neurodiversity inclusion efforts in diverse organizational settings.
