This study specifically examines how managers – both neurodivergent and neurotypical – interpret, adapt to and enact neurodiversity inclusion initiatives during the ongoing digital transformation. It focuses on the intersection of digital workplace dynamics and leadership practices that directly influence the integration and empowerment of neurodivergent talent. The research focuses on how inclusion policies are translated into daily management strategies and how they reshape leadership roles in technology-centric environments.
This qualitative exploratory study centers on semi-structured interviews with 20 managers from organizations undergoing digital transformation across varied sectors and regions. Thematic analysis, guided by role congruity, social identity, work practice and organizational justice theories, offered focused insights into managerial tensions, identity safety, work routines and perceived fairness – specifically as they relate to neurodiversity inclusion in technology-intensive contexts.
Analysis revealed three focused themes: (1) gaps between organizational neurodiversity policies and managers' practical capabilities, constraints and pressures; (2) technology as both an enabler of inclusion and a source of new barriers; and (3) the necessity of leadership adaptability to sustain neuro-inclusive cultures in evolving digital environments. Neurodivergent managers described “double incongruity” – needing to advocate for inclusion while seeking accommodations themselves – while neurotypical managers highlighted dependence on individual understanding, exposing technology-shaped leadership dilemmas.
This study focuses on interventions to enhance leadership development, digital transformation strategies and HR practices, guided by managers' experiences. It highlights specific actions: strengthening adaptive leadership competencies for neurodiversity, embedding assistive technologies with targeted training and workflow adjustments, and establishing consistent guidance and frameworks to ensure access to support is not left to individual managerial discretion. These targeted recommendations serve as practical levers for building more equitable neuro-inclusive workplaces in technology-driven contexts.
By focusing on managerial narratives during digital transformation, this study advances understanding of how managers enact neuro-inclusive leadership for neurodivergent employees. By integrating multiple theoretical lenses, it is among the first to compare neurodivergent and neurotypical managers' perspectives on neuro-inclusion, revealing technology-specific mechanisms and dilemmas that current models do not capture. These findings refine theory and inform practical strategies to better translate neurodiversity policies into managerial action in technology-intensive workplaces.
