Strength in differences: Embracing neurodiversity in nursing

Tools and skills to equip women to become leaders in nursing

Leadership in nursing means shaping the future of health care through vision, authenticity, and resilience. For nurses aspiring to lead effectively in today’s complex healthcare environment, developing key tools and skills is essential.

Pivotal programs, such as those offered by the ACN Institute of Leadership, provide unique opportunities for nurses to develop and refine these skills. Beyond technical knowledge about healthcare systems, financial management, and political influences, leadership growth stems from personal development.

Self-reflection, resilience, and a focus on values are central to becoming a truly impactful leader. To lead the nurses starting in the profession today, it is important to understand a range of learning capabilities. The diversity among society is vast and is no longer going unnoticed. To be a successful leader, being able to adapt your leadership style to include diversity is empowering and significant. To do this, gaining an understanding of the similarities and differences is important. Much like learning about a new cultural practice, it is vital to learn about your team’s different styles of learning—this is an essential skill and tool for nurse leaders.

Understanding neurodiversity in the workplace

The term neurodiversity was developed in the 1990s by sociologist Judy Singer (Johnson & Ahluwalia, 2024). Neurodiversity can be defined as a diverse or different way of processing, thinking, and learning.
Neurodiversity includes attention deficit hyperactivity disorder (ADHD), Autism Spectrum Disorder (ASD), and Asperger’s Syndrome. Although neurodiversity is often defined as a disorder, the different styles of learning and processing information come with both strengths and challenges (Johnson & Ahluwalia, 2024).

The first step in becoming a successful leader is being aware of how neurodiversity impacts your staff. Leadership begins with authenticity.

Authentic leadership: The foundation for inclusion

True leadership begins with authenticity. Authentic leadership, as defined by Walumbwa et al. (2008), comprises:

• Self-awareness
• Balanced processing
• Internalised moral perspective

By embracing these components, leaders can enhance employee performance and creativity, ultimately driving organisational success. Cultivating an authentic leadership style not only benefits leaders but also creates a thriving culture where employees feel empowered and motivated (Gelaidan et al., 2024).

By understanding your strengths and staying true to your values, you can inspire trust and respect among your team. Self-awareness helps you overcome challenges and build confidence, even in difficult situations. If you are unaware of the challenges and strengths, ask the question.

Recognising neurodiversity strengths in the workplace

Granger et al. (2023) highlight several challenges faced by neurodiverse individuals, such as difficulties with sensory processing, attention, and coordination. However, these challenges are often outweighed by notable strengths, including:

• High energy and hyper-focus: Neurodiverse individuals often exhibit high levels of energy and can become intensely focused on tasks, leading to quick and efficient output.
• Problem-solving skills: Many neurodiverse individuals are adept at identifying creative solutions to complex problems, which can drive innovation within teams.
• Empathy and personability: Their ability to connect with others on an emotional level can foster collaboration and enhance team dynamics.

Reflecting on leadership approaches

As an authentic and self-aware leader, approaching a neurodiverse colleague requires sensitivity to their unique strengths and challenges. Here’s how you might guide this interaction:

• Create an inclusive environment: Ensure that the workplace is accommodating to sensory needs. This might include offering quiet spaces or flexible work arrangements that allow for focused work without distractions.
• Emphasise strengths: Acknowledge the strengths of your neurodiverse colleague. For example, if they excel in problem-solving, actively seek their input during brainstorming sessions, allowing them to leverage their unique perspective.
• Adaptive leadership style: Adopt an adaptive leadership style, as described by Heifetz et al. (2009). Instead of offering direct advice, ask open-ended questions that empower the individual to explore solutions. For instance, instead of saying, “You should do X,” you might ask, “What options do you see for addressing this issue?”

Addressing gender and neurodiversity bias

Considering the deep-rooted paternalistic patterns in higher education and the nursing profession, it is essential to reflect on how these dynamics affect female neurodiverse peers.

Doleman et al. (2024) found that men often earn higher salaries and advance faster than women in nursing. This environment can intensify the challenges faced by female neurodiverse individuals. Female neurodiverse professionals may experience a lack of recognition for their contributions, facing both gender and neurodiversity biases. This dual bias can hinder their career advancement and lead to decreased job satisfaction. These challenges highlight the need for inclusive practices that promote equity and recognition.

The importance of adaptability and collaboration in leadership

While authoritarian leadership can be necessary in certain situations—such as during crises when quick decision-making is crucial—it is not the only approach.

When team members are informed and aligned with the organisation’s goals, a more transformational or authentic leadership style can be beneficial. This style encourages open communication, trust, and shared vision, allowing leaders to engage with their teams more effectively.

Transformational leaders inspire and motivate their teams. Instead of merely directing tasks, they involve team members in decision-making processes, allowing everyone to contribute ideas and solutions. By fostering a collaborative environment, leaders can harness diverse perspectives and strengths.

Neurodiversity in leadership for the future

Neurodiversity is defined as a brain that functions in a way that is different from the norm. 15–22% of the population is estimated to have some form of neurodiversity (Godfrey et al., 2020).

There is greater understanding and awareness of neurodiversity, which has led to an increase in diagnoses, especially among women. As a nurse leader, understanding neurodiversity needs to become part of your toolbox. You need to become a role model for future nurse leaders.

Nurse leaders have a responsibility to shape the next generation. This involves leading by example, fostering a positive workplace culture, and mentoring future nurses to embrace empathy, inclusion, and lifelong learning.

The role of courageous conversations

Managing challenging behaviours often results in courageous conversations. Parker (2019) defines a courageous conversation as an interaction where one person facilitates an exchange with someone who has a different perspective, with the intention of listening, learning, and identifying actions to minimise inequalities. Such conversations may be the first time you meet a neurodiverse peer. Remember the steps shared: listen, learn, and collaborate before moving forward with a plan.

Strategic thinking and collaboration for future leadership

Today’s society values inclusivity and diversity. It is time to embrace differences, understand strengths, and overcome challenges. In contemporary times, adaptability in leadership skills and the ability to work collaboratively are paramount.

Effective leaders focus on the bigger picture. Understanding national priorities and engaging with strategic initiatives can help drive meaningful change. Building strong partnerships and working collaboratively across disciplines are vital for achieving long-term improvements in health care.

What you can do to lead inclusively

If you’re ready to grow as a leader and create inclusive environments, the Australian College of Nursing (ACN) offers opportunities that go beyond traditional learning. Leadership in nursing means more than guiding teams—it’s about embracing differences, fostering belonging, and inspiring positive change.

The ACN Leadership Faculty provides opportunities to connect with nurse leaders, exchange ideas, and learn from a variety of experiences. It brings together mentorship, networking, and practical insights to support your leadership growth.

The ACN Institute of Leadership offers transformative programs designed for leaders at every stage of their careers. Whether you’re just starting your leadership journey or looking to refine your existing skills, there’s a program tailored to your needs. These programs equip you with practical, real-world skills and the confidence to lead with empathy, adaptability, and conviction.

Together, we can deliver high-quality, person-centred care for all.

References

Doleman, G., Duffield, C., & Li, I. W. (2024). The gender pay gap in the Australian nursing workforce: A retrospective observational study. Collegian, 31(6), 375-381.

Gelaidan, H. M., Al-Swidi, A. K., & Al-Hakimi, M. A. (2024). Servant and authentic leadership as drivers of innovative work behaviour: the moderating role of creative self-efficacy. European Journal of Innovation Management, 27(6), 1938-1966.

Godfrey, E., Fuermaier, A. B. M., Tucha, L., Butzbach, M., Weisbrod, M., Aschenbrenner, S., & Tucha, O. (2021). Public perceptions of adult ADHD: Indications of stigma? Journal of Neural Transmission, 128(7), 993–1008. https://doi.org/10.1007/s00702-020-02279-8

Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: tools and tactics for changing your organisation and the world. Harvard Business Press Boston.

Johnson, J.-A., & Ahluwalia, S. (2025). Neurodiversity in the healthcare profession. Postgraduate Medical Journal, 101(1192), 167–171. https://doi.org/10.1093/postmj/qgae108

Parker, M. (2019). ILCA news brief: Realizing our strategic map through courageous conversations. Journal of Human Lactation, 35(1), 193. https://doi.org/10.1177/0890334418811146

Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S., & Peterson, S.J. (2008). Authentic leadership: development and validation of a theory-based measure. Journal of Management, 34(1), pp89-126, https://doi.org/10.1177/0149206307308913