The Imposter Phenomenon

As a coach, I have worked with many clients experiencing what is known as the imposter phenomenon (also known as imposter syndrome in the media). I’m fascinated by the imposter phenomenon, and investigated it as part of my empirical project for a MSc in psychology at the University of Strathclyde.

What is the imposter phenomenon?

Imposter phenomenon is described as an experience among high achievers of feeling inadequate and like a fraud (see Clance and Imes, 1978). The term ‘imposter phenomenon’ was orginally coined in relation to high achieving women, but most current day research concludes it is also experienced by men, albeit differently. Research suggests that women may acknowledge negative emotional wellbeing, and seek support in non-work peers and family, while men might tend to avoid acknowledgement and engage in maladaptive coping strategies such as alcohol and drugs, and they may be more vulnerable to burnout.

It’s important to emphasise that the phenomenon is just that, a phenomenon and not a syndrome. While lay literature might refer to the ‘imposter syndrome’, it is not a clinical condition and in small doses might actually be good for us.

Some research distinguishes between ‘real’ and ‘strategic’ imposters (see Leonhardt et al, 2017). ‘Strategic’ imposters are the individuals who might talk down their achievements to appear modest and even when hoping to do well, and who might set their expectations low in order to protect their wellbeing. For example, the person who’s really hoping for a senior leadership role, but talks publicly about hoping to scrape along in a more junior role than they deserve. Meanwhile, ‘real’ imposters are described as individuals who see themselves as frauds. While others might talk about not being good enough, they’re the real imposters, panicking that one day the intellectual police will stop by and tap them on the shoulder to say ‘sorry, there’s been a mistake, you’re not worthy here, please leave’.

How to manage the imposter phenomenon

There is a lot of talk in the lay literature - in magazines, in self-help books and coaching courses - about tackling the imposter syndrome. But I’d argue it’s not a syndrome, it’s a multidimensional experience. While some individuals might be more prone to experiencing the imposter phenomenon, the way they experience it seems to depend on many factors, including social and organisational support.

A multidimensional issue calls for a multidimensional response. In other words, it’s not about fixing ‘you’, it’s also about ‘them’, and ‘us’. We need mentors that we can look up to, safe spaces where we can speak up and experiment without fear of repercussion, workplaces where we feel we belong. Coaching the individual, for example resilience or stress management techniques can help, alongside imposter phenomenon training for leaders, and team diversity initiatives. A holistic 360 lens is essential, and this is how I approach coaching with clients.

We also need to understand more about the phenomenon, and how it is experienced. As part of my MSc in psychology at the University of Strathclyde, I investigated whether psychological safety (feeling safe to speak up, that it’s OK to make mistakes in the pursuit of a goal) might mitigate psychological distress resulting from the imposter phenomenon.

The impostor phenomenon is a complex topic, shaped by individual, societal, cultural and organisational factors. I am passionate about supporting leaders and high potential managers in this area.