Imposter Syndrome may seem to be a recent phenomenon. Applying the label to those who fail to see their own worth and skills, who feel they have gained success or promotion illegitimately, has come more and more into popular parlance in recent years. Certainly, it is something I battled successfully myself while studying for my Master’s at Lancaster University – and something which, as a result, I have become aware of in others too. I also became aware of the impacts it has on teams and organisations, and the roles leaders and colleagues have to play. Yet the concept of Imposter Syndrome (IS) is not new. It was first introduced by Pauline Rose Clance and Suzanne Imes in 1978, as Imposter Phenomenon. The initial research looked at high-achieving women with degrees or professional recognition, yet who did not accept their success. Rather, they felt they were “impostors” amongst “bright, competent people.” Later studies identified it is not specific to gender, ethnicity, culture, profession, or age. Anyone can experience IS at any life stage. However, a common theme is that it appears more prevalent in women and minority groups. Many people facing a new challenge will experience some self-doubt, but Carole Lieberman MD describes how those with IS have “an all-encompassing fear of being found out to not have what it takes.” Accordingly, graduate students may be more susceptible, questioning whether they are prepared for their career and able to succeed in the workplace. These self-doubts can fade or disappear with positive experience, however without the right support, validation, and encouragement they can worsen. WHAT IS IMPOSTER SYNDROME? Imposter Syndrome can be summarised as a conflict between your self-perception and how others perceive you. It is widely acknowledged as a specific form of intellectual selfdoubt that can be accompanied by anxiety and depression. However, the impacts are not limited to emotional or mental health. Research from Dena Bravata identified that IS can worsen academic and professional experience and concluded “there is robust literature that describes the harmful association between impostor feelings and job performance, job satisfaction, and burnout …”, and recommended IS be included in the Diagnostic and Statistical Manual of Mental Disorders (DSM), published by the American Psychiatric Association. TYPES OF IS There are five ways IS manifests, though it is important to remember these are stereotypes and an individual may switch types dependent upon their specific experience or how others respond. The Perfectionist strives to overcome IS feelings by setting themselves extremely high expectations. Although perfect is rarely achievable, being less than perfect can cause them to question their competence and focus on even the smallest mistake, rather than acknowledging the positives. In the workplace, this can be difficult, with team members or managers tiring of the negative focus or frequent need for assurance. The Expert strives to know everything and constantly seeks training or new qualifications. At work they may overrun deadlines or be less productive than others as they delay starting tasks until they have all the information. They may struggle in a team relationship as they can avoid contributing to groups or meetings for fear of ‘looking stupid’. On the converse, they may feel they have all the answers and dominate groups, not listen to colleagues, or override them. The Natural Genius is someone who acquires new skills or knowledge easily and believes competent people can handle anything. Therefore, when they struggle or do not accomplish something first time, they see this as proof they are an imposter. Work relationships can suffer if others do not pick things up as easily, i.e., setting unrealistic targets or showing impatience when explaining things. The Soloist believes they should be able to handle everything themselves. If they need or are offered help, they 48 |
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