Neuro Spice Everything Nice

Authentic Leadership for Neurodivergent Women: Navigating Bias and Building Influence

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by

Dr. Stephanie Eubank (AKA Dr. Bear)
in

By: David Eubank and Dr. Stephanie Diana Eubank DBA

Women in leadership already contend with the double bind of communication expectations—assertiveness is praised in men but often penalized in women. For neurodivergent women, this paradox is amplified by stereotypes and systemic biases that misinterpret their communication styles, processing differences, and leadership behaviors.

The Double Bind Meets Neurodivergence

Feedback such as “don’t communicate so aggressively” or “you need to be more polished” often stems from entrenched gender norms and a lack of understanding of neurodivergent traits. Direct communication, hyperfocus-driven urgency, or unconventional problem-solving—hallmarks of ADHD or Autism—can be misread as abrasive or disorganized (Lim, 2025; Muselman, 2025). Similarly, dyslexic leaders may excel in big-picture thinking but struggle with written communication norms, leading to unfair judgments about competence.

These criticisms are rarely malicious; they often reflect unconscious bias and rigid organizational norms. But for neurodivergent women, internalizing this feedback can erode confidence and authenticity. Instead, reframing feedback as context, not command allows leaders to adapt strategically without abandoning their core identity.

Authentic Leadership as a Neurodivergent Strength

Authentic leadership—rooted in self-awareness, transparency, and alignment between values and actions—is not just a style; it’s a resilience strategy. For neurodivergent women, authenticity means leveraging natural strengths such as creativity, empathy, and systems thinking rather than masking differences to fit neurotypical norms (Avolio & Gardner, 2005; Batra, 2025).

Masking—suppressing neurodivergent traits to appear “normal”—is exhausting and linked to burnout. Research shows that behaving in ways misaligned with personal values or cognitive wiring is unsustainable (Center for Creative Leadership, 2025). Authentic leadership mitigates this risk by encouraging clarity, boundary-setting, and intentional communication.

Managing Up Without Losing Yourself

One of the most overlooked leadership skills is managing upward—strategically influencing your boss while staying true to your identity. For neurodivergent women, this skill is critical because it transforms potential friction into partnership.

Why Managing Up Matters
Managing your boss isn’t manipulation; it’s alignment. Understanding your boss’s priorities and communication style helps you anticipate needs and position ideas effectively. This builds trust and credibility—especially important when neurodivergent traits challenge conventional expectations.

Authenticity as a Strategic Advantage
Instead of mimicking neurotypical norms, lean into your strengths:

  • ADHD leaders often excel in crisis management and rapid ideation.
  • Autistic leaders bring precision, pattern recognition, and integrity.
  • Dyslexic leaders thrive in visionary thinking and creative problem-solving.

Managing up authentically means framing these strengths as assets, not liabilities.

Practical Strategies for Neurodivergent Leaders

  • Clarify Expectations: Use structured check-ins to reduce ambiguity.
  • Communicate Your Vision: Explain how your approach supports organizational goals.
  • Offer Solutions, Not Problems: Demonstrate initiative with actionable recommendations.
  • Build Trust Through Transparency: Share constraints honestly—authenticity thrives on openness.

Remote vs. In-Person Leadership: Amplified Challenges

Remote work introduces new dynamics for neurodivergent leaders. Without nonverbal cues, tone and word choice carry disproportionate weight, increasing the risk of misinterpretation (Gaffney, 2025; Younger, 2025). ADHD-related impulsivity or autistic preference for directness can seem harsher in text-based communication.

Remote Leadership Strategies

  • Use structured communication to prevent ambiguity.
  • Foster empathy-driven engagement to maintain connection.
  • Leverage technology fluency for collaboration and accessibility.

Moving Forward

The intersection of gender and neurodivergence in leadership is complex, but authenticity offers a path forward. By reframing criticism as context, embracing neurodivergent strengths, and adapting to evolving work environments, women can lead with confidence and integrity.

Organizations must also act. Leadership development programs should dismantle systemic biases and create cultures that value cognitive diversity. Authenticity should not be a liability—it should be the standard.

References

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