以理解为前提的领导:培养神经典型领导者与神经变异员工之间的积极关系

IF 2.7 3区 管理学 Q2 INDUSTRIAL RELATIONS & LABOR Employee Relations Pub Date : 2024-05-07 DOI:10.1108/er-12-2023-0621
Joanna Maria Szulc
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引用次数: 0

摘要

目的 神经变异员工的非典型需求需要与众不同的领导方法。本研究通过领导者-成员交流(LMX)理论的视角,探讨了神经变异员工与其神经典型领导者之间关系的具体性质。研究设计/方法/途径本研究分为两个阶段,分别对 12 名神经变异员工进行了半结构化访谈,并与 15 名对神经多样性有专业和/或个人兴趣的人士进行了非结构化焦点小组讨论。研究人员花了近 13 个小时倾听研究参与者关于神经多样性和领导力的生活经历。研究结果研究人员注意到,表现出同理心和理解力的领导者能够提供更多支持。研究结果还强调了工作场所神经包容的复杂性。具体而言,研究强调了包容与避免污名化之间的微妙平衡,解决了人们对神经多样性包容相关法律风险的担忧。此外,研究结果还强调,领导者在满足神经变异员工的不同需求时,必须避免颐指气使的行为。本研究直接回应了近期关于对工作场所神经多样性进行更细致入微的了解的呼吁,并特别关注了神经包容性领导力。承认我们在需要新颖领导方法的新形势下仍在使用不恰当的旧工具,有助于为这一领域的未来研究制定议程。
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Leading with understanding: cultivating positive relationships between neurotypical leaders and neurodivergent employees

Purpose

Neurodivergent employees have atypical needs that require distinctive leadership approaches. In this study, the specific nature of a relationship between neurodivergent employees and their neurotypical leaders is explored through the lens of the leader–member exchange (LMX) theory.

Design/methodology/approach

This two-phased qualitative study builds on 12 semi-structured interviews with neurodivergent employees and an unstructured focus group with 15 individuals with professional and/or personal interest in neurodiversity. The researcher spent almost 13 h listening to the lived experiences of research participants concerning neurodiversity and leadership.

Findings

Leaders who exhibit empathy and understanding were noted to provide greater support. The findings also highlight the complexity of neuro-inclusion in the workplace. Specifically, the delicate balance between accommodation and avoiding stigmatization is emphasized, addressing the concerns raised regarding the legal risks associated with neurodivergent inclusion. Additionally, the findings underscore the necessity for leaders to avoid patronizing behaviors while catering to the diverse needs of neurodivergent employees. This underscores the importance of supporting both neurodivergent employees and leaders navigating such challenges.

Practical implications

The findings help establish inclusive and accommodating employee relations practices that conscientiously address the requirements of neurodivergent employees while providing support for those in leadership roles.

Originality/value

This study constitutes a direct answer to recent calls to develop a more nuanced understanding of workplace neurodiversity, with a specific focus on neuro-inclusive leadership. Acknowledging that we still use inappropriate, old tools in new situations that require novel approaches to leadership helps set the agenda for future research in this area.

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来源期刊
Employee Relations
Employee Relations Multiple-
CiteScore
6.50
自引率
8.80%
发文量
69
期刊介绍: ■Communication, participation and involvement ■Developments in collective bargaining ■Equal opportunities ■Health and safety ■HRM ■Industrial relations and employment protection law ■Industrial relations management and reform ■Organizational change and people ■Personnel and recruitment ■Quality of working life
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