Feeling like an impostor at work might not just be a “you problem”

“Feeling like an imposter at work can be isolating. But research shows that it is not only common, but that it does not necessarily diminish with professional success. Timothy Holmes and Daniel Jolles argue that if so many capable people experience the impostor phenomenon, perhaps the issue is not only about individual confidence. It may also reflect the environments in which people work. “Yes, you’re an impostor. So am I and so is everyone else.” Seth Godin, American author Few experiences feel quite as personal, or as isolating, as the belief that you do not really deserve to be where you are. Perhaps you are sitting in a meeting listening to colleagues speak confidently and noticing a quiet thought creeping in: what if I’m the only one here who doesn’t belong? You hesitate to contribute, worried that if you say the wrong thing, it might expose you. Psychologists refer to this experience as the impostor phenomenon (also known as impostorism ), the persistent belief that one’s competence has been overestimated by others, combined with a fear of being exposed as a fraud despite clear evidence of ability. Although these feelings often seem deeply personal, they are remarkably common. Research suggests that as many as 70 per cent of individuals experience the impostor phenomenon at some point in their careers. These experiences have been documented across a wide range of work contexts, including healthcare , education , business , public services and the military . Importantly, the experience of impostorism may not lessen with success. Individuals in leadership positions can be particularly susceptible to impostorism, as the visibility and expectations associated with leadership roles can intensify doubts about legitimacy. As achievements accumulate, the gap between one’s perception of external expectations and one’s self-evaluation of competence can widen, intensifying the fear of being exposed. Evidence reflects this: 71 per cent of American chief executives and 65 per cent of senior executives report experiencing “impostor syndrome”, compared with just 33 per cent of early-career professionals. Highly accomplished figures, including Michelle Obama , Adele , Tom Hanks and Jacinda Ardern, have spoken openly about questioning their legitimacy despite their achievements. Taken together, this raises an important question. If so many capable people experience the impostor phenomenon, perhaps the issue is not only about individual confidence. It may also reflect the environments in which people work. Could impostorism point to an organisational problem? Impostorism does not mean that someone is genuinely unqualified for their role. Rather, it reflects a mismatch between external recognition of competence and internal perceptions of legitimacy. In other words, capable individuals may attribute their achievements to luck, timing or the overestimation of others, while privately fearing that their perceived competence will eventually be exposed as undeserved. For many years, impostorism was primarily understood as an individual trait reflecting a tendency for certain people to doubt themselves more than others. But emerging research suggests that these experiences can also be situational, with certain workplace environments appearing to amplify these experiences more than others. Instead of focusing only on how individuals can overcome impostorism, it encourages us to examine the organisational conditions that might be allowing impostorism to flourish. This also means that addressing impostorism may require interventions not only at the individual level but also at organisational and cultural levels . When workplace cultures fuel impostorism Workplaces constantly send signals about who belongs, whose voices matter, and what competence looks like. These signals may be intentional or unintentional and can shape how individuals interpret their own experiences. Work environments that emphasise competition and social comparison can inadvertently increase impostorism among employees. When individuals frequently compare their performance to others, they may interpret normal learning gaps as evidence that they do not deserve their position. This can be particularly pronounced for individuals from underrepresented groups. Studies have shown that the impostor phenomenon is often intertwined with broader experiences of belonging and identity. For instance, higher perceived racial discrimination is associated with higher levels of impostorism among ethnic minority college students , which subsequently influences their feelings of anxiety and depression. In such contexts, impostorism may not simply reflect individual self-doubt. It may also reflect signals or behaviours that deny belonging and legitimacy. How inclusion can help reduce impostorism If workplace environments can intensify impostorism, they may also play an important role in reducing it. Inclusive organisational climates send two powerful messages: everyone is treated fairly, and all contributions matter. When employees feel accepted as legitimate members of a group, they are less likely to interpret everyday uncertainty as evidence that they do not deserve their role. Instead of viewing challenges as proof of inadequacy, they are more likely to see them as a normal part of professional growth. Inclusive cultures can also broaden the image of what competence looks like. When organisations recognise diverse perspectives, experiences, and career paths, employees are less likely to compare themselves against a single narrow prototype of success. By contrast, workplaces that reward constant comparison, perfectionism, or rigid leadership norms can unintentionally reinforce impostorism experiences, even among highly capable individuals. In other words, impostorism may sometimes be less about fragile confidence and more about fragile cultures. What organisations can do Organisations cannot eliminate impostorism entirely. Moments of uncertainty are a natural part of professional growth and leadership development. However, organisations can shape environments where these experiences may be less likely to take hold. First, reduce excessive comparison. Workplaces that emphasise constant competition can amplify self-doubt. Focusing on collective goals and shared progress can help employees see success as collaborative rather than comparative . Second, normalise learning, uncertainty and failure . When organisations create a culture of psychological safety , where employees can openly acknowledge mistakes, ask questions and share their own learning experiences, they signal that competence does not require constant certainty. Third, broaden the image of success. Highlighting diverse role models and career pathways helps employees see that there are many legitimate ways to succeed. This can be particularly important for individuals who may otherwise feel they do not fit traditional stereotypes . Mentoring and developmental networks can further support individuals in building a stronger sense of legitimacy . From individual to collective responsibility Impostorism often feels like a deeply personal struggle. But these experiences do not arise in isolation. Workplaces constantly communicate signals about competence, belonging and legitimacy. When those signals are narrow, competitive or exclusionary, even highly capable individuals may begin to question whether they deserve their success. Rather than asking employees to simply develop more confidence and overcome impostorism, leaders may need to ask a different question: What kind of culture makes capable people feel like they truly belong? In many cases, the answer may lie not in fixing individuals, but in building more inclusive workplaces. This article gives the views of the author, not the position of LSE Business Review or the London School of Economics. You are agreeing with our comment policy when you leave a comment. Image credit: Gannvector provided by Shutterstock. The post Feeling like an impostor at work might not just be a “you problem” first appeared on LSE Business Review .

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