11/12/2025
Neurodivergent people don’t lead “despite” their brains.
They lead because of them.
Across coaching, higher education, and clinical practice, I’ve witnessed a powerful truth:
When neurodivergent individuals step into leadership, innovation increases, teams become more adaptive, and psychological safety improves.
This isn’t anecdotal, it’s supported by research.
✔️ Nonlinear thinkers drive creative problem-solving
Neurodivergent cognitive patterns, particularly in ADHD and autism are associated with divergent thinking, rapid ideation, and unconventional solution pathways (White & Shah, 2006; Austin & Pisano, 2017).
✔️ Lived experience strengthens trauma-informed and inclusive leadership
Studies show that leaders attuned to emotional nuance, relational repair, and systemic inequities foster stronger team cohesion and improved outcomes (Brown, 2018).
✔️ Self-compassion predicts resilience and reduces burnout
For high-performing women with ADHD and masking histories, self-compassion is a protective factor that improves executive functioning and emotional regulation (Neff, 2011; Sibley et al., 2021).
✔️ Micro-action strategies support sustained leadership growth
Research in habit formation demonstrates that small, consistent actions produce more durable behavioural change than large, high-pressure goals (Fogg, 2019; Duckworth et al., 2011).
Here is the reframe:
You are not “too much,” “too intense,” or “too scattered.”
You are an untrained asset waiting to be optimised.
Leadership for neurodivergents isn’t about masking harder:
it’s about structuring your world around how your brain actually works.
If you take one evidence-based shift today, let it be this:
➡️ 10–15 minutes toward a goal
➡️ One courageous boundary
➡️ One streamlined decision
➡️ Permission to lead differently
“Your leadership is not the exception.
It is the evolution”.
— Dr. Leah Merle Batty-Hibbs
Podcast Host | Speaker | Neurodivergent Coach
Dr Leah Merle International Ltd
References (APA 7)
Austin, R. D., & Pisano, G. P. (2017). Neurodiversity as a competitive advantage. Harvard Business Review, 95(3), 96–103.
Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.
Duckworth, A. L., Kirby, T., Gollwitzer, A., & Oettingen, G. (2011). From fantasy to action: Mental contrasting and implementation intentions. European Journal of Social Psychology, 41(3), 404–413.
Fogg, B. J. (2019). Tiny habits: The small changes that change everything. Houghton Mifflin Harcourt.
Neff, K. D. (2011). Self-compassion, self-esteem, and well-being. Social and Personality Psychology Compass, 5(1), 1–12.
Sibley, M. H., et al. (2021). Emotional regulation and executive functioning in women with ADHD: Implications for adult functioning. Journal of Attention Disorders, 25(9), 1235–1247.
White, H. A., & Shah, P. (2006). Uninhibited imaginary processes: Creativity in adults with ADHD. Personality and Individual Differences, 40(6), 1121–1131.