Imposter Syndrome: A Hidden Threat to Workplace Wellbeing and Performance

Imposter syndrome is a pervasive psychological phenomenon affecting countless professionals across industries and seniority levels. This blog post explores what imposter syndrome entails and how coaching can be a powerful tool to combat its effects on employees, teams, and organisations.

What is Imposter Syndrome?

Imposter syndrome refers to the persistent belief that one's success is undeserved or the result of luck rather than genuine ability. Individuals experiencing imposter syndrome often fear being exposed as frauds, despite evidence of their competence and achievements.

Common signs include:

• Downplaying accomplishments
• Attributing success to external factors
• Perfectionism and overworking
• Difficulty accepting praise
• Fear of failure or making mistakes

The concept of imposter syndrome was first introduced by psychologists Pauline Rose Clance and Suzanne Imes in 1978. Their seminal paper, "The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention", initially suggested that women were particularly susceptible to imposter feelings. However, subsequent research has shown that it affects people across genders, ethnicities, and professions.

A 2020 review by Bravata et al. in the Journal of General Internal Medicine found that up to 82% of people experience imposter syndrome at some point in their careers. The review highlighted that imposter syndrome is not a formal psychological diagnosis but rather a widely experienced phenomenon.

Research has identified several workplace factors that can trigger or exacerbate imposter syndrome:

1. Transitional periods: A study by Huffstutler and Varnell (2006) found that new job roles or promotions often trigger imposter feelings.
2. Competitive environments: Parkman's 2016 review in the Journal of Higher Education Theory and Practice noted that highly competitive workplaces can intensify imposter syndrome.
3. Lack of diversity: Cokley et al. (2017) found that being a minority in one's workplace can contribute to imposter feelings, particularly for ethnic minorities in academia.
4. High-achievement cultures: Clance and Imes's original work, as well as subsequent studies, have shown that environments that place a premium on achievement can foster imposter syndrome.

While imposter syndrome can affect anyone, research has identified some groups that may be more susceptible:

1. High achievers: Clance and Imes's original work focused on high-achieving women, and subsequent research has confirmed that high achievers are particularly prone to imposter feelings.
2. Minority groups: Several studies, including work by Cokley et al. (2013), have found that ethnic minorities often experience higher levels of imposter syndrome, particularly in fields where they are underrepresented.
3. Early career professionals: Research by Legassie et al. (2008) found that early career professionals, particularly in medicine, often experience imposter syndrome as they transition from training to practice.

The impact of imposter syndrome on individuals and organisations can be significant, leading to decreased productivity, innovation, and job satisfaction. Here’s where we see the role of coaching playing a part. 

How Can Coaching Address Imposter Syndrome?

Coaching is uniquely suited as an intervention for professionals experiencing imposter syndrome due to its personalised, reflective, and action-oriented approach. Unlike broader training programmes or generic self-help resources, coaching provides a tailored experience that addresses the individual's specific thoughts, behaviours, and circumstances. Coaches can help professionals identify and challenge their self-limiting beliefs, reframe negative self-talk, and develop strategies to overcome imposter feelings in real-time work situations. The confidential and supportive nature of the coaching relationship creates a safe space for vulnerability and honest self-examination, which is crucial when tackling deeply ingrained imposter thoughts. Moreover, coaching's focus on goal-setting and accountability encourages professionals to take concrete steps towards building confidence and recognising their achievements. By combining emotional support with practical skill-building, coaching empowers individuals to not only manage imposter syndrome but also to develop lasting resilience and self-efficacy in their professional lives.

Coaching For Employees: A coach can work one-on-one with individuals to:

• Identify and challenge negative self-talk
• Develop strategies for reframing thoughts
• Build self-confidence and self-awareness
• Set realistic goals and celebrate achievements

Coaching For Teams: Coaching can help teams by:

• Fostering a culture of openness and vulnerability
• Encouraging peer support and mentorship
• Developing collective resilience
• Improving communication and feedback processes

Coaching For Organisations: At an organisational level, coaching can:

• Train managers to recognise and address imposter syndrome
• Implement coaching programmes to support employee development
• Create a psychologically safe environment that values learning and growth
• Develop policies that promote work-life balance and mental wellbeing

There are alternative perspectives on imposter syndrome that shift the focus from the individual to organisational and leadership factors. This approach suggests that imposter syndrome may be a rational response to dysfunctional work environments rather than solely an internal psychological issue. Here's an overview of some research in this area:

Organisational Culture and Leadership:

Neureiter and Traut-Mattausch (2016) in their study published in Frontiers in Psychology found that certain organisational cultures, particularly those with high levels of competition and comparison, can exacerbate imposter feelings. They suggest that leadership styles and organisational structures play a significant role in either fostering or mitigating imposter syndrome.

Workplace Discrimination and Bias:

Research by Cokley et al. (2017) in the Journal of Counseling Psychology highlighted how experiences of discrimination and bias in the workplace can contribute to imposter feelings, particularly among minority groups. This suggests that imposter syndrome can be a response to genuine external barriers rather than internal self-doubt.

Systemic Inequalities:

Mullangi and Jagsi (2019) in the New England Journal of Medicine argue that imposter syndrome in healthcare settings often reflects systemic inequalities rather than individual shortcomings. They propose that addressing structural biases and improving diversity in leadership could be more effective than focusing solely on individual interventions.

Toxic Work Environments:

A study by Vergauwe et al. (2015) in Frontiers in Psychology found that imposter feelings were significantly related to job demands and a lack of job resources. This suggests that imposter syndrome may be a response to unrealistic expectations and inadequate support in the workplace.

Leadership Responsibility:

Ladge et al. (2019) in the Academy of Management Journal argue that leaders have a responsibility to create psychologically safe environments that reduce the likelihood of imposter feelings. They suggest that authentic leadership styles can help mitigate imposter syndrome among team members.

Organisational Expectations:

Hutchins et al. (2018) in Human Resource Development Quarterly propose that organisations often create unrealistic expectations of perfection, which can contribute to imposter feelings. They argue for a shift in organisational culture towards valuing growth and learning over flawless performance.

These alternative perspectives suggest that addressing imposter syndrome effectively may require a dual approach: supporting individuals while also critically examining and improving organisational cultures, leadership practices, and systemic inequalities.

This research underscores the importance of considering organisational factors when addressing imposter syndrome through coaching or other interventions. It suggests that coaches may need to work not only with individuals but also with leaders and HR professionals to create environments that reduce the likelihood of imposter feelings emerging in the first place.

By addressing imposter syndrome through coaching, organisations can unlock the full potential of their workforce, leading to increased engagement, creativity, and overall performance.

If you're interested in learning more about how BOLDLY can help your organisation, we invite you to explore our website or write to us at connect@boldly.app.

About the Author:

Alexandra Lamb is an accomplished organisational development practitioner, with experience across APAC, North America, and MENA. With 20+ years in professional practice, conglomerates, and startups, she has collaborated with rapid-growth companies and industry innovators to develop leaders and high-performance teams. She is particularly experienced in talent strategy as a driver for business growth. Drawing from her experience in the fields of talent management, psychology, coaching, product development, and human-centred design, Alex prides herself on using commercial acumen to design talent solutions with true impact.