The impostor phenomenon (also known as impostor syndrome) refers to an experience whereby people feel that other overestimate their abilities. These individuals think that they do not deserve their success, such as promotions or awards, but feel that these are a result of some oversight or luck. Therefore these people worry that they may be found out as intellectual frauds or “impostors”. This phenomenon is quite common in all levels of organizations and has many negative consequences. Research has shown, for instance, that it relates to increased stress, depression, burn-out, and reduced commitment and satisfaction at work.

Considering its negative consequences, it seems of upmost importance to understand the roots of this phenomenon. At the Amsterdam Leadership Lab, we therefore examine what organizational factors shape employees’ impostor feelings. Our first results show that competitive and “hazardous” organizations (where people are more tolerant of e.g., sexual misconduct and power inequality) are particularly likely to upsurge employees’ impostor feelings.

Overall, our research suggest that organizations can play an important role in reducing the impostor phenomenon among their employees.