Neurodiversity in the Corporate Environment: Identifying Barriers and Opportunities for Autistic Women

Caroline Franco Carbuloni; Larissa Paula Stachio

DOI: 10.22167/2675-6528-202602764

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute for textual synthesis and organization.

Abstract

The professional rise of autistic women in the job market has become an emerging and vital topic for Diversity and Inclusion (D&I) strategies and for the social pillar of ESG. The study aimed to investigate the intersection between gender and neurodiversity, identifying obstacles to career progression and strategies for effective inclusion. The methodology adopted was a qualitative exploratory research, conducted through a questionnaire applied to 15 autistic women. The main results revealed a scenario of “competent invisibility”, where 60% of the sample had postgraduate degrees, but the majority remained stagnant in technical positions due to a “neurotypical yardstick” that favored self-promotion and implicit social norms. The use of social camouflage “masking” as a survival strategy and the crucial role of hybrid and remote work in sensory management and occupational sustainability were also confirmed. It was concluded that real equity requires a paradigm shift in talent management, replacing subjective criteria with objective results. True inclusion presupposes training colleagues and leaders to embrace divergent functionality as a strategic organizational value.

Keywords: Career advancement; Diversity and inclusion; ESG; Gender.

1. Introduction

The acronym ESG, introduced in 2004 in the publication “Who Cares Wins” by the United Nations Global Compact (UN) in partnership with the World Bank, represents a set of organizational management and sustainability practices (Global Compact – Brazil Network, 2026). The Environmental, Social, and Governance pillars guide corporate action, with the Social (S) dimension gaining prominence by addressing issues such as gender equality and inequality reduction, aligned with the UN’s Sustainable Development Goals (SDGs) (United Nations Brazil, 2026).

In this context, Diversity and Inclusion (D&I) transcends an ethical commitment and establishes itself as a strategic pillar for organizational performance. A study by McKinsey & Company (2020), which analyzed data from approximately 700 publicly traded companies in Latin America, demonstrated that organizations with effective D&I measures are more likely to achieve better organizational and financial performance.

Despite the growing appreciation for D&I, the same study by McKinsey & Company (2020) points to a persistent gap: women and underrepresented groups continue to be underrepresented in leadership positions. Diversity, in turn, encompasses the multiplicity of unique characteristics of each individual, whether physical or not (Renner and Gomes, 2020), including dimensions such as race, ethnicity, age, gender, sexual orientation, and disability/neurodiversity.

Regarding the gender dimension, the professional advancement of women to leadership positions is still marked by structural and cultural barriers, such as discrimination, stereotypes, and organizational culture itself. Evidence indicates that, even with a high level of preparation, women do not reach leadership positions in the same proportion as men (Gagliardi and Hansch, 2022). This complexity increases when other dimensions of diversity, such as neurodiversity, are added to the female experience in the corporate environment.

Neurodiversity, a concept coined by Australian sociologist Judy Singer in the 1990s, recognizes the diversity of human brain functions as natural (Singer, 2016). This concept encompasses both neurotypical individuals, with brain function considered common, and neurodivergent individuals, whose brain function diverges from the typical.

Autism Spectrum Disorder (ASD) is a neurodevelopmental condition characterized by persistent deficits in social communication and interaction, as well as repetitive and restrictive patterns of behavior (American Psychiatric Association, 2014). The term “spectrum” indicates the variability of clinical manifestations in severity and developmental level, with diagnosis being strictly clinical and based on behavioral observation (Oliveira and Vargas, 2025).

The clinical manifestations of autism in women can be different, presenting smaller deficits in communication and social interaction, which contributes to a late diagnosis or underreporting (American Psychiatric Association, 2014). Given this scenario of invisibility and the barriers faced by autistic women in the corporate environment, it becomes crucial to investigate the factors that hinder their career progression.

Understanding these dynamics is fundamental to promoting more equitable and inclusive work environments. Thus, the present work aims to investigate the intersection between gender and neurodiversity dimensions in the corporate environment, seeking to identify the barriers that hinder professional advancement and the strategies necessary for inclusion that is, in fact, effective and accessible.

2. Material and Methods

The present research adopted a qualitative approach, seeking an in-depth understanding of complex phenomena that cannot be fully quantified by statistical tools (Zambello et al., 2018). This methodological design allowed for a holistic view of the investigated reality, considering the totality of components and their mutual interactions. The study was exploratory in nature, aiming to identify the barriers that hinder the professional advancement of autistic women and the strategies for effective inclusion in the corporate environment.

The unit of analysis was composed of 15 autistic women, selected through convenience sampling. The choice of this method aimed to reach a specific and qualified target audience for the study’s objectives. The respondents’ participation was voluntary, ensuring freedom of adherence and the confidentiality of the information provided.

For data collection, a structured questionnaire was used, as detailed in Appendix A of the original work. The instrument was applied anonymously and exclusively online, without direct researcher intervention during completion (Marconi and Lakatos, 2017). This application method ensured the privacy of the participants and the spontaneity of the responses.

The development of the survey questions aimed primarily to map the sociodemographic profile of the participants and identify the diagnostic typology of Autism Spectrum Disorder (ASD), considering the life stage in which it occurred. The central focus of the investigation was on identifying barriers to professional advancement and the nature of these obstacles in the corporate context.

Additionally, the questionnaire included an open-ended question, which asked participants to describe, in their own words, the flaws or biases identified in the performance appraisal and promotion processes within their respective companies. This approach allowed for the collection of subjective accounts, essential for understanding individual perceptions of the challenges faced in career progression.

Data collection was carried out from December 13, 2025, to March 13, 2026. The link to access the form was disseminated in a virtual environment, using convenience sampling. Dissemination occurred in “WhatsApp” groups specifically for autistic individuals and in affinity groups of a large organization, aiming to reach the qualified target audience.

After collection, the data were organized to allow for qualitative analysis of the information. The responses were examined to identify patterns, recurring themes, and common perceptions related to the barriers to professional advancement and the experiences of autistic women in the corporate environment. The aim was to understand the underlying dynamics of the reports, aligning them with the objective of investigating the intersection between gender and neurodiversity.

The analysis of subjective reports, obtained through the open-ended question, focused on identifying elements that could explain the perceived obstacles in the evaluation and promotion processes. This procedure aimed to deepen the understanding of the mechanisms that hinder equitable and accessible career progression, without, however, presenting the empirical findings at this stage of the research.

3. Results and Discussion

The investigation into the intersection between gender and neurodiversity in the corporate environment revealed a complex panorama, marked by significant challenges to the professional advancement of autistic women. The research findings, based on data collected from fifteen participants, show that despite a high level of qualification, these professionals face structural and social barriers that limit their career development. The analysis of the results was structured into thematic axes that address the sociodemographic profile of the participants, the characteristics of their diagnoses, the professional panorama, and the perceived barriers in their advancement trajectory, culminating in a discussion about the implications of these findings for talent management and inclusion policies.

Sociodemographic Profile

The sociodemographic data of the participants indicated a geographical concentration in the Southeast and South regions of Brazil, with 40.0% and 53.3% of the sample, respectively. All fifteen women identified as cisgender. Regarding age group, the majority of respondents, 66.5%, were between 25 and 34 years old, with only one participant in the 55 to 64 year range. Concerning family composition, it was found that only two of the fifteen women had children, representing 13.3% of the sample. The educational level stood out for its high qualification, with 60.0% of participants holding postgraduate degrees and 6.7% with doctorates, while 26.6% had completed higher education. This predominance of professionals with advanced academic training is an indicator of the intellectual capacity and technical preparedness of the studied group.

Diagnostic Characteristics

The analysis of the neurodivergence history revealed that all fifteen participants had a formal diagnosis of Autism Spectrum Disorder (ASD), and all of them received the diagnosis in adulthood, from eighteen years of age onwards. This finding corroborates the literature that points to the prevalence of late diagnosis in women, often due to social masking of spectrum manifestations (Bidart and Santos, 2021). Masking, or “masking”, is a compensatory process by which autistic individuals simulate neurotypical behaviors to integrate socially and avoid stigma, which hinders early clinical recognition and the obtaining of specialized support (Rosa, 2024).

Although “masking” functions as a social insertion strategy, it carries a significant cost for the mental and physical health of autistic women. The continuous effort of self-monitoring and the suppression of sensory and social discomforts result in exhaustion, directly impacting occupational sustainability and general well-being (Bidart and Santos, 2021). This dynamic underscores the importance of corporate environments that do not require camouflage, allowing autistic professionals to act authentically and with less wear and tear, which is crucial for their retention and development in the job market.

Professional Outlook

The professional background of the participants showed that 93.3% of them had formal employment, while 6.7% worked as informal self-employed. Regarding the work model, an equitable distribution was observed between the in-person and hybrid formats, both with 40.0% of the responses, and the remote model represented 20.0% of the sample. As for job hierarchy, there was a notable concentration at the analyst (40.0%) and specialist (26.5%) levels, indicating that most participants held technical positions. Only one participant (6.7%) reached the director position, and another (6.7%) was unemployed. This significant insertion into the formal labor market highlights the professional functionality of autistic women and their pursuit of autonomy, as discussed by Leopoldino (2015).

Despite the high qualification and formal insertion, the concentration in technical positions and the low representation in leadership positions, with only one female director, evoke the concept of “glass ceiling” (Carneiro et al., 2022). This phenomenon suggests that, although technical skills allow entry into the market, progression to management positions is often hindered by factors such as gender stereotypes, discrimination, and evaluation criteria that favor neurotypical social skills. The low unemployment rate, in turn, reaffirms the productive potential and qualification of the group, reinforcing the need for corporate inclusion to go beyond initial hiring, extending to equitable career development (Das et al., 2021).

The sustainability of the inclusion of these professionals is intrinsically linked to environmental conditions and the flexibility offered by organizations. Although remote work was the least prevalent model in the sample, literature highlights its importance as an accessibility tool, as it allows for sensory management of variables such as lighting and noise, in addition to enabling strategic breaks for self-regulation. The elimination of daily commuting also contributes to the reduction of anxiety and socialization overload, mitigating burnout and preserving the cognitive resources necessary for effective social interactions and communication in the corporate environment (Das et al., 2021).

Perceived Barriers in the Career Advancement Trajectory

The investigation of barriers experienced by participants in the corporate environment revealed that the main obstacles to professional advancement are predominantly social and communicational in nature. The most frequently cited barrier, by 80.0% of the sample, was difficulty with social norms and implicit interpersonal expectations in the workplace. Subsequently, 66.7% of respondents identified the need for exposure and self-promotion as criteria for professional recognition. Unclear or implicit organizational communication and a lack of organizational accessibility, which includes the absence of predictability and anticipated processes, were cited by 53.3% of participants as significant hindrances.

Additionally, 33.3% of autistic women reported facing ableism and autism-related stigmas, which adds a layer of exclusion based on prejudice against neurodivergence. This stigma can precede the technical evaluation, labeling the autistic professional and neglecting their potential even before the quality of their deliverables is properly analyzed. Only one participant, representing 6.7% of the sample, stated they had never faced a barrier to professional advancement, which reinforces the prevalence of these difficulties in the corporate context.

Perceptions of Failures and Biases in Evaluation and Promotion Processes

The participants’ qualitative accounts deepened the understanding of the barriers, showing that exclusion occurs in a subtle and structural way, without the need for an explicitly hostile environment. The high incidence of difficulties with the “unspoken” and the demand for self-promotion suggest that, although technical proficiency facilitates market entry, the lack of organizational clarity and the valuation of political skills act as filters that prevent the career development of autistic women. One participant highlighted that the main flaw is the use of a “neurotypical ruler” to evaluate autistic people, with undue demands that disregard the lack of institutional accessibility.

Other reports indicated that social reading within the neurodivergent community can compromise interpersonal relationships, making it difficult to project expectations and act in concrete and predictable realities. There were also mentions of gender discrimination, with the unequal distribution of tasks, where women were directed to manual or support work, while men received tasks with greater “focus”. The need for self-promotion and excessive exposure, combined with gender bias and ableism, was identified as a factor of exhaustion, especially in in-person work, which leaves no room for personal life or courses.

The analysis of these testimonies reinforces that the barrier to the professional advancement of autistic women does not lie in technical incapacity, but in the persistence of a “neurotypical yardstick” that shapes evaluation processes. Subjective criteria such as extroversion, “networking,” and self-promotion skills act as exclusionary filters, marginalizing female collaborators with different ways of processing and expressing ideas. This dynamic creates a scenario of “competent invisibility,” where professionals deliver high-quality results, but their contributions go unnoticed because they do not fit conventional sociability standards (Dantas and Almeida, 2025).

To mitigate these invisible filters and ensure the permanence and career development of autistic professionals, a paradigm shift in talent management policies is necessary. The literature suggests a restructuring of onboarding practices that transcends physical accommodations, focusing on training managers and teams on sensory specificities and neurodivergent communication dynamics. The creation of self-regulation zones in physical environments is also a strategic measure to minimize burnout, ensuring the sustainability of these collaborators’ professional trajectory (Dantas and Almeida, 2025).

In summary, the results of this research revealed that autistic women in the corporate environment, despite their high qualifications and formal insertion, face a “glass ceiling” imposed by social and communicational barriers. The prevalence of late diagnosis, the exhaustive use of social camouflage, and the predominance of a “neurotypical ruler” in evaluation and promotion processes, which values self-promotion and implicit social norms over technical competence, culminate in a scenario of “competent invisibility”. True equity and inclusion, therefore, demand a paradigm shift in talent management, focusing on objective results, flexibility in the work model, and institutional training to welcome neurodiversity as a strategic value.

4. Conclusion

This study aimed to investigate the intersection between gender and neurodiversity in the corporate environment, seeking to identify the barriers that hinder professional advancement and the strategies necessary for effective and accessible inclusion. It was found that autistic women, despite possessing high qualifications, with 60% of the sample holding postgraduate degrees, face a scenario of “competent invisibility”. It was observed that career progression is impeded by a “neurotypical yardstick” that favors self-promotion and implicit social norms, to the detriment of technical competence. Social camouflage, or “masking”, was identified as a survival strategy that leads to exhaustion, while hybrid and remote work emerged as crucial for sensory management and occupational sustainability. Thus, real equity demands a paradigm shift in talent management, replacing subjective criteria with objective results, and training leaders and teams to embrace divergent functionality as a strategic organizational value.

However, the study has methodological limitations that deserve attention. The questionnaire did not explicitly map the participants’ support level, although the sociodemographic profile suggests a predominance of autistic women at level 1. Additionally, the absence of the variable “time in current position” prevented exact confirmation of whether stagnation in technical positions reflects a deliberate barrier or recent diagnoses. For future investigations, it is recommended to explore the experiences of autistic women at support levels 2 and 3 in the corporate environment, given the variation in their accessibility demands. It is also suggested to conduct a comparative gender study, analyzing the professional advancement trajectories of autistic men and women in equivalent roles, in order to isolate the impact of the “gender toll” from barriers purely linked to neurodiversity, deepening the understanding of equity in the corporate environment.

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Article originating from the Final Course Work of the Specialization in Compliance and ESG of the MBA USP/Esalq

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