The Silent Struggle: Imposter Syndrome In Leadership

Leadership often comes with the self-imposed expectation of certainty and confidence. Behind the composed exterior of many successful leaders often lies an unspoken challenge: imposter syndrome. Research shows that up to 82% of people experience this challenge at some point in their careers, and executives are not immune.

Even with an array of career achievements, promotions and accolades, many leaders still question their capabilities. I understand this challenge firsthand, having worked with numerous executives who experience imposter syndrome and having faced it myself as I transitioned from leading schools and districts to leading a global business.

Imposter syndrome may present itself in a myriad of ways. For some, it can bring about fears of being exposed as fraud, attributing one’s success to luck or connections rather than skill, while others may think they are never good enough and hyper-fixate on small setbacks. While these thoughts often remain hidden underneath polished presentations and professional poise, they can begin to erode confidence and performance if they go unchecked.

The Organizational Cost Of Self-Doubt

It’s important to note that questioning oneself is not inherently negative. Exploring alternative perspectives, re-evaluating assumptions, analyzing areas for improvement and being open to new ideas are essential aspects of effective leadership.

However, when intrusive thoughts are persistent and significant self-doubt takes over, it can influence both the individuals experiencing imposter syndrome and the entire work environment. Executives who grapple with this mindset may hesitate to delegate and instead overwork themselves to “prove” their worth. They may also avoid giving feedback or questioning decisions for fear of being challenged.

These behaviors have ripple effects. Teams may struggle with autonomy and trust. Collaboration can suffer, innovation can stall and psychological safety may never take root. When leaders are overly self-critical or tend toward perfectionism, their expectations can become unrealistic, fueling burnout among staff.

Over time, these actions can create external friction that impedes organizational progress.

Understanding Imposter Syndrome

It’s important that you’re able to recognize imposter syndrome in yourself and others. As explained by Psychology Today, some of the most common signs of imposter syndrome include perfectionism, self-doubt, over-preparation, procrastination, discounting success and achievements, fear of failure and difficulty accepting feedback.

These feelings and behaviors tend to develop over time and can be shaped by early workplace experiences, cultural messages and systemic organizational dynamics. For example, women leaders tend to be disproportionately affected, with 75% of female executives experiencing imposter syndrome.

Additionally, being in an executive role can exacerbate a person’s belief that they don’t belong due to increased visibility and scrutiny, a pressure to have all the answers and isolation at the top.

Overcoming The Imposter Voice

While imposter syndrome might feel lonely, it’s common and manageable. Leaders can take meaningful steps to quiet their inner critic and build a foundation of grounded assurance. Take action by:

1. Normalizing Failure

A fear of failure and making mistakes holds many people back. To start reframing mindsets, try a « failure swap » at your next executive meeting. Pair group members with a partner, with each leader sharing a recent error they’ve made and then swapping stories with their counterpart to reframe the experience into a learning opportunity. This activity will help validate that making mistakes, even in leadership, is simply part of being human and necessary for growth.

2. Investing In Self-Awareness

Research suggests that when we see ourselves clearly, we are more confident and creative. If leaders want to change their mindset about their own capabilities, self-awareness is necessary. Tools like personality or strengths-based assessments can support executives in recognizing their preferred thinking and behavioral styles, helping them understand what makes them effective, their innate gifts and where signs of self-doubt may show up. These resources can also give executives a language and framework to refer back to when imposter syndrome strikes.

3. Focusing On Evidence

Borrowing from cognitive restructuring, a component of cognitive behavioral therapy, leaders can identify and challenge negative mental models by replacing them with rational alternatives. When the imposter voice shows up, executives can ask:

• What are the facts?
• What accomplishments, feedback or outcomes support my abilities?
• What is the big picture?
• Am I over-fixating on specifics?

Learning to separate feelings from facts is essential in reframing self-perception and can help leaders learn how to recenter themselves when stuck in unhelpful thought patterns.

4. Tracking Wins With Intentionality

Imposter syndrome thrives in ambiguity. One way to counteract it is by maintaining a running record of accomplishments—big and small. Why? « Recognizing small successes activates the brain’s reward system, which releases dopamine and reinforces positive behavior, » according to Psychology Today. In my company, we use a chat channel called “Celebration Station” where employees recognize their colleagues’ wins. This practice has boosted company morale and helps staff see the positive impact they are having.

Executives can take this practice on themselves by routinely adding positive feedback, completed projects and proud moments to a “success journal” or a digital folder, so that when doubt creeps in, there is a tangible archive serving as a reminder of their impact and abilities. Over time, revisiting these wins can help rewire the brain to notice progress, not just gaps or mistakes.

Leading With Authenticity

Overcoming imposter syndrome is not about being invincible or unrealistic. It’s about embracing your humanity. In my experience, the best leaders are not those who know everything—they are those who strive to be lifelong learners, own their imperfections and create space for themselves and others to grow.

When leaders commit to doing the inner work, they create the conditions for outer success. By leading with authenticity and not perfection, executives can model the resilience, courage and growth mindset today’s workplaces need most.

*Reposted from Forbes Councils 

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