Usynlige fysiske funktionsnedsættelser i arbejdslivet

Abstract

This thesis explores how individuals with invisible physical disabilities experience the Danish labor market and examines the leadership dilemmas that may arise when managing employees with invisible physical disabilities. The study is based on an inductive approach and builds on qualitative interviews with people who live with invisible physical disabilities. It gives voice to employees whose challenges often remain hidden or unspoken in the workplace and aims to understand how they navigate work life and how leaders and organizations respond to their needs. The scientific approach is inspired by social constructivism, phenomenology and hermeneutics, allowing for a deeper understanding of how employees make sense of their experiences. The selected theories include psychological safety, inclusive leadership, equity, power and care in leadership, and flexibility. While these theories are not developed specifically for invisible physical disabilities, they are used to support the analysis and help understand the findings.This thesis shows that many employees with invisible physical disabilities remain silent about their needs due to fear of stigma or negative consequences. Instead, they often overcompensate to meet expectations, which can affect their health and well-being. The thesis identifies several leadership dilemmas related to openness, proactivity, psychological safety, and the boundaries of care in leadership. Based on the analysis, a circular model is developed, illustrating the interconnection between six key elements: psychological safety, inclusive leadership and proactivity, openness, flexibility, well-being, and psychological availability. These elements are understood as part of a continuous process, where each element strengthens or weakens the others depending on how leadership is practiced. The model is presented as a reflection tool for organizations aiming to support employees with invisible physical disabilities in a more sustainable and inclusive way.The findings show that inclusion cannot depend only on employees speaking up or individual leaders showing understanding. It also requires clear structures and a culture that makes room for differences. This thesis contributes new knowledge to a field that is relatively underexplored and highlights how organizations and leaders can better support employees with invisible physical dissabilities.