Inclusive leadership competency model (ILCM): navigating neurodivergence for employee job performance

Purpose 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. Design/methodology/approach Survey data were collected from 247 employees in Bangladeshi organizations across various sectors. The collected data were analyzed by using SEM-PLS 4.0. Findings 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. Practical implications 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. Originality/value 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.