For those of us with autism, what can we say about autistic leadership? For starters, that it’s harder for autistic leaders today than it’s ever been – but at the same time it’s easier for autistic leaders today than it’s ever been.
Confused? I get it! Let me introduce what I call the autistic leader paradox.
In a nutshell, the autistic leader paradox refers to the idea that while opportunities for autistic leaders have grown – thanks to greater awareness and understanding of autism – society’s evolving expectations of leadership now place a spotlight on softer skills that may highlight challenges commonly associated with autism.
To really grasp this paradox, let’s take a quick tour through the evolution of leadership over the past century.
The Hierarchical Era: Command and Control
We begin with the old-school pyramid model, where leadership was simple. The person in charge stood firmly at the top, while everyone else filled out the base.
This traditional structure is rooted in the ideas of Henri Fayol, often considered the “Father of Modern Management Theory”.
Fayol laid out 14 principles of management back in the early 20th century, with a clear focus on efficiency, order, and authority. Leaders and managers needed to maintain a respectful, yet commanding distance from their workers.
Individual tasks were handed out with precision, and everyone knew their place in a rigid chain of command. In short, it was a leadership model built for factories and war efforts.
Then came Max Weber, who formalized leadership into a bureaucratic system—emphasizing rules, structure, and objectivity. Weber believed that managing people should be impersonal, which frankly makes you wonder: Was Weber on the spectrum? (Kidding! Sort of.)
Transactional Leadership: A Fit for Autistic Leaders
Fast forward to the 1970s, and Burns & Bass developed their theories of transactional and transformational leadership.
Transactional leadership was all about an exchange—managers provided structure and control, employees gave performance in return. The focus was on results, not relationships.
For many of us leaders with autism, transactional leadership just… clicks. It’s logical, structured, and grounded in clear rules. In fact, there’s a lot of overlap between the traits of transactional leadership and autistic traits in leadership:
| Common Transactional Leadership Traits | Common Autistic Traits |
| Very left-brained (analytical, detail oriented) | Logical and analytical thinking |
| Thrive on following rules and doing things correctly | Preference for routine and predictability |
| Revel in efficiency | Strong attention to detail |
| Tend to be inflexible | Rigid or black and white thinking |
| Opposed to change | Challenges with change |
Some may disagree, but a leader with autism will naturally gravitate toward this style because it aligns with their thinking preferences.
Shifting to a different leadership style, one that focuses more on emotions and relationships, often requires a conscious and concerted effort. After all, this structured approach is deeply ingrained in how many of us are wired.
A Shift in Generational Attitudes Towards Leaders With Autism
For decades, this transactional leadership style was admired by Baby Boomers and earlier generations. Studies even show that Boomers (born between 1946 and 1964) have the highest preference for transactional leadership, while Gen Z (born 1997 to 2012) has the lowest.
In my own career, I’ve seen a slow but steady shift in what employees expect from their managers. It’s no longer enough to be just task-oriented and authoritative.
Today, workers want empathy, communication, and support. There’s a growing emphasis on emotional intelligence, flexibility, and fostering collaboration over the old top-down command style.
Autistic Leadership and Gen Z
Gen Z, in particular, has grown up in the age of social media, with 24/7 access to information. As a result, they expect democratization as standard. Transparency, inclusivity, and empathy are now non-negotiables for this generation.
They don’t want to just follow orders—they want to be part of the conversation. They expect leaders to listen, to focus on their personal development, and to encourage creativity.
Mentorship, not micromanagement, is key. They look for leaders who serve the team, not those who sit at the top of a hierarchy dishing out commands.
Most importantly, diversity and inclusion are at the heart of what Gen Z values in leadership. They want a workplace where all perspectives are respected and welcomed. And this is why I believe it has never been easier to be an autistic leader than it is today.
There is a clear contrast between Gen Z’s values and their expectations for managers. This creates pressure for autistic leaders. Many autistic individuals tend to adopt a transactional approach to leadership.
Meanwhile, society has to provide acceptance and reasonable adjustments to support these managers effectively.
This is the paradox in action.
The push for diversity and inclusion in the workplace has sparked a remarkable shift in the acceptance and understanding of all forms of disabilities, including autism. It’s heartening to witness this progress, especially when I reflect on my own experiences since entering the workforce in the late 1990s.
Back then, the idea that someone with a disability—be it an autistic individual or a person in a wheelchair—could lead and manage a team would have seemed downright ridiculous.
While I believe we still have a long way to go, we must acknowledge the substantial strides we’ve made. A significant part of this positive change can be attributed to the values of Gen Z, who have a knack for championing inclusivity and equality.
But let’s not overlook the critical role of legislation in driving this shift. Key laws, such as the Equality Act 2010 in the UK and the Americans with Disabilities Act 1990 in the USA, have laid a solid foundation for protecting the rights of autistic individuals in the workplace.
Legal Protections and Support for Autistic Leaders
In both the UK and the USA, autism is legally recognized as a disability, providing essential protections against discrimination and ensuring that reasonable accommodations are made.
This legal framework can be incredibly beneficial for leaders with autism looking to transition from a command-and-control style to a more collaborative approach.
Reflecting on Our Style as Leaders With Autism
To facilitate this shift, consider these strategies:
1. Seek mentorship or coaching;
2. Build a network of peer support;
3. Implement structured team meetings;
4. Establish effective feedback mechanisms;
5. Create clear communication channels;
6. Allow time for reflection.
If you identify as an autistic leader, I encourage you to take some time to reflect on your leadership style. Acknowledge your natural tendencies and be courageous enough to consider how they impact those around you.
What do you need to succeed, and what do your team members require? Finding common ground between your needs and those of your team can pave the way for a more harmonious workplace.
By engaging in this reflective process, we can cultivate an inclusive environment that not only accommodates leaders with autism but also adapts to the evolving needs of the people we serve.
Autistic Leaders Inspire Each Other!
Share your thoughts in the comments—what strategies have you found effective in bringing autism to your leadership roles?
Together, let’s inspire one another to create workplaces that celebrate diversity and empower everyone to lead authentically!
