In Study Cases in Barcelona and Buenos Aires of Neuro-Inclusive Leadership and Recruitment
DOI:
https://doi.org/10.56976/rjsi.v8i1.372Keywords:
Neurodivergent, Inclusive Recruitment, Neurodiversity, Social Identity Theory, Role Congruity Theory, Organizational Justice, Neurodivergent TalentAbstract
Neurodiversity refers to the different ways in which our brains can work and function. The paper looks at leadership and management of teams containing both neurodivergent and neurotypical employees, how to implement talent management practices, organizational culture, team identity and performance management. The research draws on three theoretical frameworks: Organizational Justice Theory (OJT) that focus on individual and workplace perception of fairness, Social Identity Theory (SIT), focusing on how group membership affect self-concept, and Role Congruity Theory (RCT) examines how stereotypes reduce job opportunities when individuals are perceived as mismatched with the expected requirements of a given role (Colquitt et al., 2001; Tajfel & Turner, 1979; Eagly & Karau, 2002, pp. 425, 47, 573. The study employs a qualitative, multi‑case research design. Fieldwork was carried out at three inclusion‑oriented sites: Alamesa Resto in Buenos Aires, and Specialisterne and Casa Batlló in Barcelona. Data collection included site observations, interviews with managers and key decision‑makers, and an analysis of internal documents. The literature review synthesizes research on inclusive recruitment and organizational methods that support inclusion and role redesign (Austin & Pisano, 2017, p.96; Hennekam & Follmer, 2024, p. 135). The implementation of the case studies demonstrates talent management strategies in everyday practices, including recruitment pipelines, supervisory approaches, environmental adjustments, and observable results. The study provides practical insights, identifies key issues and opportunuties, and outlines the underlying theories.
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