This study proposes an inclusive leadership competency model to examine how leadership competencies – adaptive communication, empathetic advocacy, collaborative behavior, equitable resource allocation, inclusive behavior and neurodiversity awareness – shape employee well-being and subsequently employee job performance, with a neuro-inclusive organizational culture as a moderator.
Survey data were collected from 247 employees in Bangladeshi organizations across various sectors. The collected data were analyzed by using SEM-PLS 4.0.
All proposed paths were statistically significant, confirming the model's predictive robustness. Inclusive leadership competencies significantly enhanced employee well-being, which strongly predicted employee job performance. A neuro-inclusive organizational culture further amplified this effect, highlighting the combined importance of leader practices and systemic culture in fostering both inclusion and performance.
Organizations should embed neurodivergence-sensitive leadership into HR practices. Leaders must adopt adaptive communication, advocacy, and equity-driven resource allocation, while management should institutionalize neuro-inclusive policies. These practices not only strengthen well-being but also enhance productivity and retention.
This study is among the first to empirically link inclusive leadership competencies with neurodiversity inclusion and performance outcomes. It contributes by integrating identity, justice and well-being theories into a unified framework, offering actionable insights for organizations that treat neurodivergence as a strategic advantage.
