THE FUTURE OF LEADERSHIP: NEURODIVERSITY IN LEADERSHIP TEAMS

Abstract The author, a Professor of Graduate Industrial‐Organizational Psychology at Vanguard University of Southern California, discusses the concept of neurodiversity within leadership, and how gradually the approach of leaders continues to change from one that has been predominately commanding to more empathetic and reflective. “Homogenous leadership teams,” she writes, “also lack the diversity of talent to meet the full range of leadership challenges and adequately fill the many types of new, emerging leadership roles – from Chief Wellbeing Officers to Chief Artificial Intelligence/AI Ethicists and Chief Data Officers.” She explains that “neurodiversity reflects the diversity in human neurobiological development, which may influence cognitive styles, emotional and sensory processing, mind‐body connection, learning, specific talents and abilities, and more.” She further notes that “neurodiversity is a characteristic of humanity in the same way as biodiversity is a characteristic of nature.” Regarding teamwork, she notes that “diverse leadership teams that include the unique ability patterns of neurodivergent people will be critical to driving innovation and tackling complex challenges.” And: “Promoting a Culture of Holistic Inclusion is a cultural shift essential to creating neuroinclusive leadership pipelines.” Among the strategies are, in her words, normalizing human differences and removing narrow demands on personal characteristics.