Gestión de personas frente al liderazgo y la neurodivergencia: revisión de las estrategias para líderes en entornos laborales

Abstract

Neurodiversity, understood as the natural variation in human cognitive functioning, includes conditions such as autism, dyslexia, and ADHD, celebrated for their unique strengths and strategic advantages in organizations (Gujar, 2024; Grandin, 2010). Recent research emphasizes a strengths-based approach that fosters inclusion and optimizes neurodivergent talents (Wiklund et al., 2018). In Chile, the TEA Law (2023) and Law 21.275 (2022) highlight its importance by linking neurological diversity to inclusive workplace strategies. In leadership, training in inclusive and adaptive styles is essential for reducing biases and cultivating inclusive workplace cultures (Szulc, 2024). Furthermore, authentic leadership strategies tailored to specific needs enhance both the effectiveness and job satisfaction of neurodivergent employees (Boekhorst, 2015; Tomczak et al., 2021). This research draws from emerging leadership theories—particularly inclusive and authentic leadership—which are characterized by an adaptive, relational, and empathetic approach to diversity.