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The aim of this article is to extend current debates on organizational equality, diversity and inclusion to a consideration of neurodivergence in the remote workplace context.

Drawing on the ability, motivation, and opportunity (AMO) model and an emerging strength-based approach to neurodiversity, this conceptual paper integrates research on neurodiversity at work and remote working to provide a novel AMO model for a neuro-inclusive remote workplace.

Through a theoretically informed discussion of barriers to effective remote work from the perspective of neurominorities, the AMO model for the neuro-inclusive remote workplace is offered to assist organizations in creating an inclusive remote work environment where both neurominorities and neurotypicals can equally contribute to organizational success. Specific examples of how certain barriers to effective remote work can be mitigated are outlined and explained.

The conceptual model presented in this paper can assist HR practitioners in developing a comprehensive approach to skill, motivation, and opportunity-enhancing practices that are tailored to the unique needs of neurominorities in a specific context of remote work to generate mutual gains.

The model of interactions between individual and system factors offered enables a better theoretical understanding of the conditions under which high performance of neurodivergent individuals could be achieved with an associated positive impact on their well-being. The paper contributes to recent calls for more equitable and empathetic approaches to investing in employees with different cognitive profiles and does so in the underexplored context of remote work.

The rich qualitative study builds on 11 semi-structured interviews with nine neurodivergent employees and two business professionals supportive of neurodiversity to understand the lived experiences of dealing with crisis in a remote working environment.

The purpose of the reported research is to understand how neurominorities experience remote working in the times of crisis and what the implications of this are for human resource (HR) professionals.

Moving to remote work resulted in a lack of routine, distractions and working long hours, which can all be difficult for line managers to monitor. Further problems with communication in a virtual environment and lack of understanding by others were found to be particularly burdensome to neurodivergent individuals. On the positive note, remote working in the times of crisis allowed for avoiding sensory overwhelm and was seen as an important step in creating a healthy work–life balance (WLB).

The findings of this study point HR practitioners' attention towards building a more neurodiversity friendly post-pandemic workplace and prompt employers to offer working arrangements, which better suit employees' domestic and personal circumstances.

This study addresses the lack of research on the impact of the Covid-19 crisis on neurominorities. In doing so, it answers recent calls to move away from universal HR as a route to positive employee outcomes and facilitates a more accurate reflection of organizational reality for disadvantaged members of society.

Neurodivergent employees have atypical needs that require distinctive leadership approaches. In this study, the specific nature of a relationship between neurodivergent employees and their neurotypical leaders is explored through the lens of the leader–member exchange (LMX) theory.

This two-phased qualitative study builds on 12 semi-structured interviews with neurodivergent employees and an unstructured focus group with 15 individuals with professional and/or personal interest in neurodiversity. The researcher spent almost 13 h listening to the lived experiences of research participants concerning neurodiversity and leadership.

Leaders who exhibit empathy and understanding were noted to provide greater support. The findings also highlight the complexity of neuro-inclusion in the workplace. Specifically, the delicate balance between accommodation and avoiding stigmatization is emphasized, addressing the concerns raised regarding the legal risks associated with neurodivergent inclusion. Additionally, the findings underscore the necessity for leaders to avoid patronizing behaviors while catering to the diverse needs of neurodivergent employees. This underscores the importance of supporting both neurodivergent employees and leaders navigating such challenges.

The findings help establish inclusive and accommodating employee relations practices that conscientiously address the requirements of neurodivergent employees while providing support for those in leadership roles.

This study constitutes a direct answer to recent calls to develop a more nuanced understanding of workplace neurodiversity, with a specific focus on neuro-inclusive leadership. Acknowledging that we still use inappropriate, old tools in new situations that require novel approaches to leadership helps set the agenda for future research in this area.

Good soldiers are people who engage in citizenship behaviors “to do good” instead of “to look good”. The purpose of this article is to explore the motivations behind and the specific characteristics of behaviours of the good soldiers in the context of work using social exchange theory (SET) as a theoretical framework.

A total of 47 dyadic interviews with 94 individuals from three organisations where good soldiers are most likely to be observed were conducted.

Data analysis revealed that good soldiers are driven by concern for others and generalised reciprocity, but not by expectations of self-benefits. Their actions were further found to be discretionary, reactive and proactive and associated with different levels of self-sacrifice.

The findings of this study point human resources (HR) practitioners' attention towards qualitatively unique acts of good soldiers. An assumption is made that awareness of such behaviours can help organisations to stimulate individual self-motivation, so that the quality of helping behaviours could be improved.

Arguing for a fundamental rethink of the psychological foundations underpinning helpful behaviours, this paper departs from predominantly individualistic view on work motivation and reinforces the other-oriented, altruistic dimension of SET. In doing so, it addresses the lack of conceptual and theoretical clarity on differently motivated helping and extends the existing limited research evidence in this area. It further addresses a need for a comprehensive understanding of other-oriented behaviours and accounts for vital – yet neglected – features of such acts.

Existing management research and management practices frequently overlook the relationship between the above-average human capital of highly functioning neurodivergent employees, their subjective well-being in the workplace and performance outcomes. This paper calls for greater attention to the hidden human capital associated with neurodiversity by mainstreaming implementation of neurodiversity-friendly policies and practices.

Drawing on the ability, motivation and opportunity (AMO) framework, this conceptual paper integrates research on employee neurodiversity and well-being to provide a model of HR-systems level and human capital development policies, systems and practices for neurodivergent minorities in the workplace.

This paper illustrates that workplace neurodiversity, like biodiversity, is a natural phenomenon. For subjective individual psychological and organisational well-being, neurodivergent employees require an empathetic culture and innovative talent management approaches that respect cognitive differences.

The case is made for neurodivergent human capital development and policy-makers to promote inclusive employment and decent work in a context of relatively high unemployment for neurodivergent individuals.

This paper extends current debates on organisational equality, diversity and inclusion to a consideration of workplace well-being for highly functioning neurodivergent workers. It calls for more equitable and empathetic approaches to investing in employees with neurodevelopmental and cognitive disabilities.