Unleashing the power of neurodiversity: giving voice in communication challenges for inclusive leadership – say what you mean and mean what you say

Purpose With approximately 15–20% of people across the globe being Neurodivergent, leaders and academics must find ways to adapt communication to ensure inclusion. The aim of this research is to devise a framework for all to understand how to best communicate with each other that supports Neurodiversity inclusion. Design/methodology/approach Drawing on over 300 online questionnaire responses, the authors explored the communication challenges faced by Neurodivergent individuals, specifically with non-Neuroinclusive leaders. Findings Neurodivergent people are conscious that they are “a-typical” and function, learn and process information differently from the majority who are Neurotypical. In many instances, the issue of what was said does not match what was heard, resulting in a response that is not the detail being sought. A change in language and approach is needed. Practical implications Connecting the value of neurodiversity with communication strategies has the potential to support Neurodiversity inclusion as an organizational strength for increased business results. This can be applied in the development of support mechanisms for business school students as they develop their leadership skill set, or within an organization resulting in added competitive advantage. Originality/value This framework offers the ability to increase engagement by establishing a “way of working” between Neurodivergent and Neurotypical people, enabling the longevity and inclusion of Neurodiversity in the work environment. Thereby contributing to the Neurodiversity movement by offering an adaptable communication framework.