Managing the Work Performance of Employees with ADHD: Barriers and Neuroinclusive Leadership Guidelines

Enela Katana, Mirna Marković

Abstract


Employees with ADHD frequently encounter a plethora of socio-perceptual, interpersonal, and organizational barriers that hinder their professional participation and development. This paper analytically and conceptually deconstructs these barriers, shedding light on the mechanisms of professional marginalization and the circumstances under which cognitive specificities of employees with ADHD may represent organizational value. Drawing on theoretical frameworks from organizational psychology, management, and neurodiversity studies, particular attention is devoted to the double empathy problem, the fundamental attribution error, effort-reward imbalance, and forms of structural inertia such as mimetic isomorphism. Based on descriptive and analytical insights, this paper offers guidelines for neuroinclusive leadership aligned with the principles of sustainable development, highlighting the necessity of workplace adjustments as a prerequisite for transforming interpersonal relations and organizational culture. Implementing these guidelines not only supports employees with ADHD, but contributes to the sustainable development of organizations and society, positioning inclusion as a strategic value rather than merely a moral obligation.

Keywords


ADHD; neuroinclusive leadership; organizational barriers; interpersonal barriers; socio- -perceptual barriers

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References


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DOI: https://doi.org/10.51558/2490-3647.2026.11.1.1197

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