Reviewed by Thuy Sindell, PhD. Written by Milo Sindell, MS.
Published on April 2, 2024
7 minute read
Imposter syndrome: definition, types, symptoms, causes & strategies
Leadership imposter syndrome is a pervasive phenomenon that affects individuals in leadership positions across various industries.
It’s a psychological pattern where leaders doubt their abilities and accomplishments, believing that they are frauds despite evidence of competence and positive feedback.
After we initially define imposter syndrome, we will explore leadership imposter syndrome in detail, discussing different types, symptoms, statistics, causes, examples, and strategies to overcome it not only for leaders but across all levels of an organization.
Imposter syndrome, first introduced by psychologists Dr. Pauline Clance and Dr. Suzanne Imes in the late 1970s, refers to a persistent feeling of intellectual fraudulence despite evidence of one’s success and competence.
In the context of leadership, it manifests when leaders doubt their skills, experience, and qualifications, fearing they will be exposed as imposters.
Leadership imposter syndrome can take various forms, with individuals experiencing it differently. Common types include:
Leaders with this type set excessively high standards for themselves and feel they need to meet them.
These leaders believe they must excel in every aspect of their job, often taking on too much responsibility in their role and burning out.
Leaders of this type feel they must know everything about their field and are afraid to ask for help or admit when they don’t know something.
Soloists prefer to work alone and hesitate to seek collaboration or assistance from others, fearing they will be seen as incapable.
Does any of this sound familiar? If so you may be experiencing the imposter phenomenon.
Recognizing the symptoms of leadership imposter syndrome is crucial for both leaders and their organizations. Common symptoms include:
Constantly questioning one’s abilities and fearing failure.
Striving for perfection and feeling like nothing is ever good enough.
Failing to accept praise, downplaying compliments and attributing success to external factors.
Believing that others will eventually discover their lack of competence.
Experiencing high levels of anxiety due to the fear of being “found out.”
The prevalence of leadership imposter syndrome in the workplace is a significant concern.
According to a study published in the International Journal of Behavioral Science, research shows up to 70% of individuals experience imposter syndrome at some point in their lives.
While there is limited research specifically on leadership imposter syndrome, data from general imposter syndrome studies suggest that leaders are not immune to this phenomenon.
Understanding the root causes and triggers of leadership imposter syndrome is essential for addressing this issue effectively.
Childhood and adolescent experiences of criticism, high expectations, low self-esteem or a lack of validation can contribute to imposter syndrome later in life.
Perfectionism, high levels of conscientiousness, and a strong desire for achievement can make individuals more prone to imposter syndrome.
Societal expectations of success and the portrayal of flawless leaders in media can create unrealistic standards, leading to imposter syndrome.
Toxic work environments, excessive competition, and a lack of mentorship can exacerbate imposter syndrome among leaders.
Leadership imposter syndrome can be triggered by various factors, including:
Moving into a higher leadership role can intensify feelings of inadequacy.
Comparing oneself to colleagues or peers who appear more accomplished can trigger imposter feelings.
Presenting in front of an audience or facing media attention can exacerbate imposter syndrome.
Receiving criticism or negative feedback can reinforce self-doubt.
Understanding real-world examples of leadership imposter syndrome can shed light on its impact on individuals and organizations.
A newly promoted manager may constantly doubt their ability to lead a team, fearing they lack the experience or skills necessary for the role.
Even experienced CEOs may struggle with imposter syndrome when facing high-stakes decisions or industry disruptions, doubting their capacity to navigate challenges.
High-ranking executives may feel like they’re “faking it” despite their accomplishments, leading to anxiety and burnout.
Employees who aspire to leadership roles may battle imposter syndrome, hindering their confidence and career progression.
Leadership imposter syndrome is primarily a psychological phenomenon that affects an individual’s perception of their own abilities and achievements.
It often manifests as persistent self-doubt and the fear of being exposed as a fraud, despite having the necessary skills, knowledge, and qualifications to perform in a leadership role.
Imposter syndrome is characterized by negative self-talk, a constant questioning of one’s abilities and accomplishments even in the face of evidence to the contrary.
Individuals with imposter syndrome tend to set unrealistically high standards for themselves and often strive for perfection, feeling that nothing they do is ever good enough.
They may downplay compliments and attribute their successes to external factors, refusing to take credit for their achievements.
There is a persistent fear that others will eventually discover their perceived lack of competence, leading to high levels of anxiety and stress.
In essence, leadership imposter syndrome is a cognitive and emotional struggle that distorts one’s self-perception but does not necessarily reflect their actual competence.
On the other hand, genuine incompetence refers to a legitimate lack of the skills, knowledge, or qualifications required to perform in a leadership role effectively. It is not rooted in self-doubt or negative self-perception but is rather an objective assessment of an individual’s capabilities.
Incompetence is marked by an individual’s inability to perform tasks, make decisions, or lead effectively due to an absence of necessary skills or knowledge.
Leaders who are genuinely incompetent often demonstrate a pattern of consistently poor performance and an inability to meet the basic requirements of their role.
Incompetent leaders may struggle to learn from their mistakes or adapt to changing circumstances, leading to ongoing issues and negative outcomes for their team or organization.
Unlike leadership imposter syndrome, genuine incompetence is an objective evaluation of a leader’s capabilities and their ability to fulfill their responsibilities adequately.
Overcoming impostor syndrome requires self-awareness and focused strategies. Here are ways to tackle imposter syndrome at different levels of leadership:
If you’re working with a colleague who experiences imposter syndrome, there are strategies to offer support:
Overcoming imposter syndrome and breaking the cycle of imposter syndrome requires consistent effort and self-compassion. Here are some ways to combat imposter syndrome and stop feeling like an imposter:
Recognize when imposter thoughts arise and challenge their validity.
Acknowledge your successes, no matter how small, and give yourself credit.
Avoid setting overly ambitious goals that fuel feelings of inadequacy.
Seek professional help: Consider therapy or counseling to address imposter syndrome if it significantly impacts your life and well-being.
Experiencing imposter syndrome as a leader is a common yet often misunderstood phenomenon that affects leaders across various fields. It can be caused by early experiences, personality traits, societal pressure, and work environments, and it can be triggered by promotions, comparisons, public speaking, or negative feedback.
Recognizing imposter syndrome symptoms and differentiating it from incompetence is vital. Leaders at all levels can overcome imposter syndrome by practicing self-awareness and employing targeted strategies such as seeking mentorship or a career coach, sharing vulnerabilities, and embracing a growth mindset.
Additionally, supporting colleagues with imposter syndrome through empathy, constructive feedback, and mentorship can create a more inclusive and productive work environment.
Breaking the cycle of imposter syndrome requires effort, self-compassion, and a commitment to celebrating achievements. By addressing this psychological phenomenon, leaders can stop letting self-doubt undermine their accomplishments and skills, ultimately leading to greater personal and professional success.
Founder and President
Executive Coaching Division
Thuy Sindell is the President of Skyline Group's Coaching Division, an executive coach, and author. Skyline's Coaching Division manages over 170 coaches, facilitators and consultants worldwide. Thuy's executive coaching experience spans over 20 years with companies across a number of different industries and sizes from technology to insurance and from start ups to Fortune 500s.
President
Coaching Scaled Division
Milo Sindell has over fifteen years as a business and human capital expert. He worked as a senior consultant for Intel and later at Sun Microsystems in areas including strategy development and implementation, change management, knowledge management, and leadership and employee development. At Skyline he is focused on market positioning and product development for Skyline's coaching technology solutions.
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