Neurodiverse Work Teams: Linking Individual Variation to Team-Level Processes and Effectiveness

Although interest in neurodivergence in the workplace has grown in recent years, research on its implications for team functioning remains limited. In this article, we develop a conceptual model of neurodiversity in work teams by focusing on two prevalent forms of neurodivergence: autism spectrum disorder (ASD) and attention deficit/hyperactivity disorder (ADHD). Drawing on the concept of “spiky profiles,” which capture individuals’ distinct patterns of cognitive strengths and challenges, we theorize how within-person variability can translate into team-level processes through emergent patterns of interaction. We advance eight testable propositions linking team neurodiversity to key team processes – action, transition, and interpersonal – and highlight the crucial moderating role of psychologically inclusive team leadership that emphasizes flexibility in team interdependence. By integrating and extending existing frameworks, our model clarifies how neurodivergent traits shape team processes and effectiveness.