Leadership development is about equipping people with the skills, mindset, and confidence to succeed. Yet, for many women in leadership, confidence is often undermined by a phenomenon widely known as imposter syndrome.
For those who believe there is a “good” version of imposter syndrome, one that serves as motivation to work harder or prove oneself, let’s rethink that assumption. We can, and should, do so much better.
Rethinking Imposter Syndrome
Beyond the structural obstacles women face in the business world—stereotyping, bias, glass ceilings, work-life balance challenges—imposter syndrome is also reportedly more prevalent among women than men. A meta-analysis of 108 studies, incorporating data from more than 40,000 participants (The Bronfenbrenner Center for Translational Research, 2024), supports this assertion. Additionally, a recent KPMG study (2020) found that three out of four female executives surveyed had experienced imposter syndrome in their careers, reinforcing the perception that this is a women’s issue.
However, we need to be careful when interpreting these statistics. Imposter syndrome is not included in the DSM-V, the psychiatric manual for diagnosing mental health disorders. Its prevalence is based on self-reported data, which can be subjective and potentially misleading. Cases of imposter syndrome may actually be grossly overstated, and the real issue may lie elsewhere.
Originally dubbed imposter phenomenon by Georgia State University psychologists Pauline Rose Clance and Suzanne Imes in 1978, the term was meant to describe “an internal experience of intellectual phoniness,” particularly prevalent and intense among high achieving women (Clance & Images, 1978, Abstract). Despite outstanding academic and professional accomplishments, these women persisted in believing that they were “really not bright” and had fooled anyone who thought otherwise. Even with objective evidence of their intelligence and capabilities, they believed they were unworthy and overestimated.
The Real Impact of Imposter Syndrome
When researching this topic a couple of years ago, many of the people I spoke with described experiencing "imposter syndrome" when they were faced with an unfamiliar task or job role, only to overcome it once they’d gained experience or achieved success through diligent effort. For them, the feeling was short-lived. In fact, some even seemed to wear it as a badge of honor.
Becoming anxious or fearful when confronting a challenging or unfamiliar task at work is not the same as being chronically incapable of recognizing one’s own strengths, even when supported by evidence. One is a temporary fear of failure, and the other is an ongoing disconnection from reality.
The problem with assigning both experiences the same label is that it diminishes the struggles of those who truly suffer from imposter syndrome. If the feeling passes quickly, then, in theory, anyone experiencing it should be able to simply “get over it.” But for those with true imposter syndrome, experience and hard work do not relieve them of their poor self-concept and anxiety. The “pull yourself up by your bootstraps” mentality both discourages them from getting the help they need and perpetuates counterproductive thinking and behavior.
Let’s also acknowledge that imposter syndrome doesn’t just affect those who experience it. Others in the workplace are impacted as well. Leaders with true imposter syndrome tend to overwork themselves and their teams, striving for perfection in an attempt to compensate for their perceived deficiencies. They withhold valuable insights, either believing they have nothing worthwhile to contribute or fearing their supposed inadequacies will be revealed if they speak up. Their low self-esteem drives them to push harder but often less productively, while also holding back. In the end, everyone loses.
The roots of imposter syndrome likely stem from childhood experiences and family dynamics. While we can’t change the past, we can support those who struggle with it and help mitigate its impact.
How to Address Imposter Syndrome in the Workplace
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Stop misusing the term. We need to stop labeling a rational fear of failure as “imposter syndrome.” When we challenge ourselves or are faced with challenges, discomfort is natural. It’s not a syndrome. If we reserve the term imposter syndrome for those experiencing something truly irrational and dysfunctional, we prevent the normalization of an unhealthy mindset. This distinction increases the likelihood that those who genuinely struggle with imposter syndrome will recognize the problem and seek help.
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Provide balanced feedback. We can support true imposter syndrome sufferers by providing balanced feedback. We need to acknowledge and celebrate strengths and accomplishments in addition to providing encouraging guidance for improvement. The feedback should be behaviorally specific and supported by evidence that makes it harder to dismiss.
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Foster a culture of confidence. In group coaching sessions where women identify and discuss their superpowers, I’ve seen remarkable transformations: Women shift from feeling drained to energized in less than 90 minutes. By creating a culture of authentic confidence—where we claim our talents and own our gifts with pride rather than diminishing them with false modesty—everyone can thrive.
Let’s put imposter syndrome in its proper place. It should be recognized as the outlier it is, not accepted as the norm. By supporting those who truly experience this phenomenon, we not only help them but also create a healthier work environment for all employees—one that fosters confidence, collaboration, and stronger business results.
References
The Bronfenbrenner Center for Translational Research. (2024, August 23). The gender divide in imposter syndrome. Psychology Today. https://www.psychologytoday.com/us/blog/evidence-based-living/202408/the-gender-divide-in-imposter-syndrome
Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241–247. https://doi.org/10.1037/h0086006
KPMG. (2020). 2020 KPMG Women’s Leadership Summit report. KPMG. https://assets.kpmg.com/content/dam/kpmg/sk/pdf/2020/2020-KPMG-Womens-Leadership-Summit-Report.pdf
