Neurodiverse Work Teams: Linking Individual Variation to Team-Level Processes and Effectiveness

Abstract

Although interest in neurodivergence in the workplace has grown in recent years, research on its implications for team functioning remains limited. In this article, we develop a conceptual model of neurodiversity in work teams by focusing on two prevalent forms of neurodivergence: autism spectrum disorder (ASD) and attention deficit/hyperactivity disorder (ADHD). Drawing on the concept of “spiky profiles,” which capture individuals’ distinct patterns of cognitive strengths and challenges, we theorize how within-person variability can translate into team-level processes through emergent patterns of interaction. We advance eight testable propositions linking team neurodiversity to key team processes – action, transition, and interpersonal – and highlight the crucial moderating role of psychologically inclusive team leadership that emphasizes flexibility in team interdependence. By integrating and extending existing frameworks, our model clarifies how neurodivergent traits shape team processes and effectiveness.

Plain Language Summary

Neurodiverse teams-How team members with ASD and AHDH influence work teams

How do neurodivergent team members-specifically autistic team members and team members with attention deficit/hyperactivity disorder (ADHD)-affect their teams? The purpose of this paper is to explore how these team members might influence the way that their teams approach their taskwork and teamwork. Neurodivergent individuals are often described as having spiky cognitive profiles-or cognitive capabilities that vary widely relative to those of other neurotypical team members, with peaks and valleys in their profiles that are significantly different from the team average. We use this concept to explore how some of the strengths of team members with autism spectrum disorder (ASD) and ADHD might positively influence the team as it works on its tasks. We also suggest that autistic team members might experience certain interpersonal challenges when working with neurotypical team members, because of the double empathy problem (i.e., neurotypical and neurodiverse people having trouble communicating across, but not within, neurotypes). ADHDers may bring a set of interpersonal strengths to their work on teams. We argue that the strengths of neurodivergent team members are more likely to be positive influences on team dynamics and effectiveness when team leaders are psychologically inclusive and flexible about how interdependently the team works together. These leadership characteristics are also likely to serve as a buffer for some of the interpersonal challenges that may arise from the double-empathy problem. Overall, we make the case that neurodiverse teams (i.e., teams with one or more neurodivergent individuals), with the right leadership, can outperform neurotypical teams because of the broader range of team member strengths.