Rethinking Impostor Syndrome: What Leaders Need to Know
Impostor syndrome—the nagging sense that others overestimate your abilities—is often framed as a major obstacle to success. It’s portrayed as a burden that holds leaders back, a psychological trap that must be overcome. But new research suggests it’s time to rethink how we view the impostor phenomenon in the workplace.
At Deabadh, we work with executives and leadership teams navigating high-stakes roles. Many of them, despite their achievements, experience these feelings at some point. But what if impostor thoughts aren’t inherently bad? What if they’re not a lifelong affliction? And what if, in some cases, they actually make leaders better?
A new study by MIT Sloan’s Basima Tewfik, along with researchers from Georgetown University and the University of Virginia, challenges four common myths about impostor syndrome—and what they found has important implications for leadership development.
Four Myths About Impostor Syndrome, Debunked
Myth 1: Impostor Syndrome Is Permanent
One of the biggest misconceptions is that impostor syndrome is a fixed trait—either you have it for life, or you don’t.
But Tewfik’s research shows that these thoughts are situational. Leaders may experience impostor feelings in some contexts but not others. A newly promoted CEO might feel unqualified in their first few months but grow into the role over time. An executive stepping into an unfamiliar industry might doubt themselves initially, only to gain confidence as they build expertise.
This reframing is critical: Impostor thoughts are not a personal defect, but a passing mindset influenced by circumstances. Leaders can learn to manage and move through these thoughts rather than feeling trapped by them.
Myth 2: It Affects Mostly Women and Marginalized Groups
Much of the conversation around impostor syndrome has focused on women and underrepresented professionals, largely because early research centered on professional women.
But the reality? Tewfik’s study found that men and women experience impostor thoughts at similar rates. These feelings are not unique to any demographic—they affect leaders across the board.
The key takeaway? Instead of treating impostor syndrome as a diversity issue, organizations should recognize it as a universal leadership experience. The burden shouldn’t fall solely on individuals to manage these thoughts—leaders and workplaces must create environments where employees can develop confidence over time.
Myth 3: It’s Always Harmful
Most discussions around impostor syndrome focus on its downsides—decreased job satisfaction, stress, or even burnout. But Tewfik’s research suggests this is only part of the story.
In some cases, impostor thoughts actually lead to positive workplace behaviors. Leaders who feel like they have something to prove often become more other-focused, more attuned to collaboration, and more willing to go the extra mile. Rather than retreating into self-doubt, they push themselves to excel.
This doesn’t mean impostor thoughts should be encouraged—but it does suggest that, in some contexts, they can be a motivator rather than a barrier.
Myth 4: It Directly Causes Negative Outcomes
Another common assumption is that impostor thoughts inevitably lead to poor performance. If you feel like an impostor, the logic goes, you must be struggling.
But research doesn’t back that up. While impostor thoughts and stress often co-exist, there’s no clear causal link between the two. A leader can feel impostor thoughts while still performing at a high level.
This challenges the traditional narrative. Rather than assuming impostor thoughts are a sign of weakness, leaders should view them as data. These feelings might highlight a need for further development, mentorship, or simply time to grow into a role.
What This Means for Leaders
At Deabadh, we’ve seen firsthand how impostor thoughts show up in leadership teams. The best leaders don’t try to eliminate these feelings—they learn to manage them productively. Here’s how:
Reframe the Narrative – Instead of seeing impostor thoughts as a weakness, recognize them as a sign of growth and high standards. Feeling uncertain often means you’re stretching into new territory.
Create a Culture of Support – Leaders should acknowledge these thoughts openly, normalizing the experience. Peer coaching, executive mentoring, and leadership development programs can help executives navigate these moments.
Develop Resilience Strategies – Encourage leaders to separate feelings from facts. Just because you feel like an impostor doesn’t mean you are one. Using objective metrics and feedback can help ground perceptions in reality.
Leverage the Positive Aspects – If impostor thoughts drive leaders to be more collaborative, prepared, or empathetic, they can become strengths rather than weaknesses.
Final Thoughts
The new research makes one thing clear: It’s time to rethink how we talk about impostor syndrome.
These thoughts are common. They don’t last forever. And in some cases, they can even fuel growth. Rather than seeing impostor thoughts as a barrier to success, leaders should approach them with curiosity and strategy.
At Deabadh, we work with C-suite leaders and executives navigating high-pressure environments. The best leaders aren’t the ones who never experience self-doubt—they’re the ones who know how to move through it.
If your leadership team is grappling with these challenges, we can help. Get in touch to learn more about our Executive Coaching and Leadership Development Solutions.
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