Imposter syndrome, defined as the persistent internal experience of feeling fraudulent or undeserving of one's achievements despite evidence to the contrary, was first described by psychologists Pauline Clance and Suzanne Imes in 1978. They initially observed it primarily in high-achieving women, but subsequent research has found it present across all demographics and seniority levels, with an estimated 70 percent of people experiencing it at some point in their career.
The term "syndrome" is now considered somewhat misleading by researchers, since it is not a clinical condition but a pattern of thinking. Nevertheless, its impact on performance, development, and wellbeing is real and well-documented. Understanding it, and knowing what leaders can do, is increasingly important for L&D professionals and managers working with high-potential populations.
What Imposter Syndrome Looks Like
Imposter syndrome typically manifests as attributing success to luck, timing, or the support of others rather than one's own capability. It involves fearing that others will eventually "find out" that one is not as capable as they believe, and underestimating one's own competence relative to peers. It includes discounting positive feedback while disproportionately focusing on criticism, overworking to compensate for perceived inadequacy, and reluctance to take on new challenges or put oneself forward for development opportunities.
In high-performance organisations, these patterns are surprisingly common among senior leaders and high-potential individuals. The same characteristics that drive high performance, perfectionism, high standards, and critical self-evaluation, can also fuel imposter thinking.
Why It Matters for Organisations
The organisational cost of imposter syndrome is not trivial. Research from KPMG's Global Tech Survey found that 75 percent of female executives had experienced imposter syndrome at some point. More broadly, imposter thinking is associated with reduced willingness to pursue stretch assignments or promotions, lower assertiveness in meetings and decision-making contexts, higher stress and burnout risk, reduced creativity and risk-taking, and higher attrition particularly among high-potential talent.
For L&D professionals and talent teams, the implication is clear: if imposter syndrome is left unaddressed, it directly limits the potential of individuals who are already demonstrating the capability to operate at a higher level.
What Leaders Can Do
Normalise the experience. The most powerful single intervention is naming it openly. When leaders talk about their own experiences of self-doubt, uncertainty, and imposter thinking, they create immediate psychological permission for others to acknowledge and work with theirs. This does not require oversharing, but it does require a degree of vulnerability.
Reframe attribution. Coaching conversations that help individuals examine the evidence for their competence, and challenge the habit of attributing success entirely to external factors, build more accurate self-perception over time. Cognitive reframing is not about dismissing genuine learning needs but about developing a fair and evidence-based self-assessment.
Create developmental challenge with support. Imposter syndrome often intensifies when people are placed in new roles without adequate support. Stretch assignments with structured reflection, mentoring, and regular feedback provide the challenge needed for growth while mitigating the anxiety that can prevent people from performing at their best.
Make positive feedback specific. Generic praise ("you are doing great") has limited impact on imposter thinking. Specific, evidence-based feedback that identifies particular behaviours and their impact builds a more accurate internal narrative.
Build psychological safety. Imposter syndrome thrives in environments where mistakes are judged harshly, where the norm is performance display rather than development, and where asking for help feels like exposure. Creating environments where learning, uncertainty, and development are genuinely valued is the structural antidote.
If you would like to discuss how our coaching and leadership development programmes can address imposter syndrome in your high-potential populations, [contact us](/#contact).
References
Clance, P.R. and Imes, S.A. (1978) 'The imposter phenomenon in high achieving women', Psychotherapy: Theory, Research and Practice, 15(3), pp. 241–247.
KPMG (2020) KPMG Women's Leadership Study. New York: KPMG.