Workplace inclusion of neurodivergent employees is increasingly recognised as a core component of sustainable and equitable organisational practice. However, most research has still largely considered managerial or HR professional perspectives, disregarding the lived experiences of neurodivergent employees.The aim of this research is to explore perceptions of neurodivergent employees regarding their job demands, job resources, and leadership behaviours in the workplace, and how these factors influence their occupational well-being.

A qualitative research design was used, involving semi-structured interviews with eight neurodivergent employees working in organisations with established neurodiversity initiatives. Purposive sampling was conducted to select participants, and the data were analysed using template analysis guided by the Job Demands-Resources Model.

The study shows that neurodivergent employees experience cognitive, emotional, organisational, and identity-related demands that affect their occupational wellbeing. At the same time, formal and informal resources like workplace accommodations, autonomy, social and peer support, clear feedback, and personal resources like internal motivation, were described by participants as essential in maintaining their performance and occupational well-being. Leadership behaviours were identified as a core influence, with supportive leadership enhancing access to resources and psychological safety, while constraining behaviours increased stress and chances for burnout.

The research contributes to the existing literature by prioritising employee voices within the JD-R model and emphasises the importance of proactive, inclusive leadership and tailored support mechanisms. Future studies should continue centring neurodivergent perspectives and explore how inclusive practices can be better integrated across organisational contexts.