ChangeMaker: Neurodivergent Leadership Development
Led a national qualitative research and development initiative examining how neurodivergent leadership emerges, encounters institutional barriers, and contributes to sustainable systems change.
The work combined an interdisciplinary evidence review with 15 in-depth interviews involving neurodivergent leaders and mission-aligned organizations across healthcare, education, technology, employment, organizational development, peer support, and systems change.
Findings were synthesized into a conceptual framework and Theory of Change identifying accessibility, authority, recognition, psychological safety, and meaningful participation as essential conditions for sustainable leadership.
The current phase will translate these findings into organizational recommendations, a leadership-development model, and public knowledge-sharing activities. We have applied for new funding to develop a leadership program and podcast series to compliment it.