First-of-its-Kind National Survey Reveals a Hidden "Readiness Gap" Among Managers Supporting Neurodivergent Employees

While 61% of managers say they feel prepared to support employees who disclose autism, just 33% are confident navigating workplace accommodations – exposing a disconnect between perceived readiness and practical confidence.

NEW YORK, Oct. 27, 2026 /PRNewswire/ -- A new national survey released today by NEXT for AUTISM, a leading nonprofit dedicated to transforming services for autistic adults, provides a first-of-its-kind look into how U.S. managers approach leading neurodivergent employees.

The study exposes a distinct "readiness gap": While most managers want to foster inclusive workplaces, many lack the knowledge, training and organizational support to do so proactively. Many are learning on the job, often relying on neurodivergent employees themselves for guidance rather than receiving the preparation they need from their employers.

The report, Autism at Work: Are Managers Ready?, builds on NEXT for AUTISM's national survey of autistic adults released earlier this year, Inside the Autistic Workforce. While the first report identified direct managers as the single most important factor shaping autistic employees' workplace experiences, this new research examines the other side of that relationship, revealing where managers feel prepared, where they struggle and what employers can do to close the gap. Together, the two independent studies offer a 360-degree view of neuroinclusion in the workplace, capturing the perspectives of both autistic employees and the managers who lead them.

Conducted in partnership with research firm Sago and funded by the Anita Bhatia Foundation for Tomorrow, the new study surveyed 521 managers with direct reports across organizations of all sizes and industries nationwide.

"Autistic employees told us their managers are central to their workplace experience, and managers overwhelmingly agree," said Gillian Leek, CEO of NEXT for AUTISM. "The good news is that managers want to get this right. But good intentions aren't a substitute for preparation. Too often, the burden falls on neurodivergent employees to disclose their diagnoses, explain their needs and educate their managers. Inclusion shouldn't begin only when an employee asks for help. Employers need to take the lead in preparing managers to support neurodivergent employees proactively, rather than expecting employees to pave the way."

Key findings include:

The Readiness Gap: Good Intentions, Limited Confidence
Managers express strong readiness in theory, but many are learning how to support neurodivergent employees as situations arise rather than being prepared in advance:

• 61% of managers feel prepared to support an employee who discloses neurodivergence, yet only 33% feel confident guiding an employee step-by-step through the formal accommodations process.
• Nearly 8 in 10 managers (78%) worry about saying or doing the wrong thing when supporting neurodivergent team members. An equal percentage (78%) express a desire for more training.
• 48% of managers who have supported a neurodivergent employee turned to the employee themselves for guidance, compared with just 28% who relied on formal employer training and 27% who turned to HR.

The Masking Blind Spot: What Employees Experience vs. What Managers Recognize
The findings expose a stark mismatch between what autistic workers experience and what managers are equipped to recognize:

• 79% of autistic employees report challenges with masking – the effort to hide autistic traits to fit in at work – and the resulting exhaustion, yet only 37% of managers are very or extremely familiar with the concept.
• Just 36% of managers feel confident recognizing and supporting an employee who rarely speaks up or raises concerns.
• Only 33% feel confident identifying and supporting an employee who appears exhausted from constantly adapting to fit in.

The Action Gap: Support Often Comes After Employees Ask
Managers with firsthand disclosure experience report greater readiness, but many workplace adjustments still depend on employees initiating the conversation:

• 43% of managers who have experienced an employee disclosure feel confident navigating accommodation options, compared with just 23% of those who have not.
• Nearly one in four managers (24%) adjust their management approach only when an employee explicitly requests it.
• Most adjustments to tasks, schedules, feedback and workspaces over the previous six months happened only after employees asked for support, rather than as part of proactive management practices.

Experience Helps, But Doesn't Close Every Gap
The study highlights that readiness is currently acquired through experience rather than provided beforehand, with stark differences across generations:

• Managers who have previously received a disclosure report significantly higher familiarity with neurodiversity concepts (48% vs. 18%) and higher confidence in guiding accommodations (43% vs. 23%). However, managers tend not to share what they've learned with their peers and other managers.
• Younger managers report far higher rates of having had an employee disclose neurodivergence –76% of Gen Z and 48% of Millennials, compared to 41% of Gen X and 28% of Baby Boomers.
• Despite greater exposure, younger managers were no more confident than older peers when navigating complex, subtle workplace scenarios like masking.

A Four-Part Blueprint for Employers
Closing the readiness gap does not require replacing existing managers; it requires surrounding them with organizational infrastructure. The report outlines four core priorities for employers:

• Understand: Train managers on the subtle, non-verbal indicators of strain (such as masking, sensory overload, and withdrawal) rather than relying solely on employees to ask for help.
• Prepare: Supply managers with a clear, standardized disclosure and accommodations playbook so their first experience with disclosure isn't their first lesson.
• Adapt: Reframe fairness around shared performance goals with flexible routes to achieve them, making universal design practices (such as written meeting summaries and agenda rollouts) standard for entire teams.
• Equip: Fund structured, multi-level professional development so manager readiness isn't left to self-directed internet searches or employee-led teaching.

By examining the workplace relationship from both sides, NEXT for AUTISM hopes to provide employers with a clearer understanding of what meaningful neuroinclusion requires – and the practical steps they can take to make it a reality.

"Manager development isn't an optional HR line item; it is the core inclusion infrastructure," said Leek. "When employers equip managers with clear playbooks, training, and ongoing support, they unlock the full potential of their neurodivergent talent and create a culture where every employee can thrive."

Read the full report here: NEXTforAUTISM.org/N4AManagerSurvey

About the Report
The Manager Readiness findings are based on a national online survey conducted in 2026 by NEXT for AUTISM in partnership with Sago among 521 U.S. adults with at least one direct report. The study serves as a companion to Inside the Autistic Workforce (2026), a survey of 417 U.S. autistic adults. While the two survey samples are independent, pairing the results offers a complete view of the same workplace dynamic from both perspectives. Both studies were made possible with support from the Anita Bhatia Foundation for Tomorrow.

About NEXT for AUTISM
NEXT for AUTISM transforms the national landscape of services for people with autism by strategically designing, launching, and supporting innovative programs. We believe that individuals with autism deserve to live fulfilling, productive lives when supported by excellent services and connected to their communities. We continually ask, what's next for autism? Learn more at NEXTforAUTISM.org.

Media Contact: 
Hannah Davis
Zer0 to 5ive, for NEXT for AUTISM
[email protected] 

SOURCE NEXT for AUTISM, Inc