Imposter Syndrome: Understanding, Challenging and Transforming a Leadership Barrier

I meet a lot of high achievers in the course of my coaching work and many of them talk about feelings of Imposter Syndrome. This article on my Substack page explores the origins and nature of Imposter Syndrome, its impact on senior leaders and some evidence-based approaches to addressing it.

Imposter Syndrome has become one of the most widely discussed psychological challenges in modern professional life, particularly among senior executives and non-executive directors. Despite visible success, influence and status, many leaders privately experience a persistent fear of being exposed as a “fraud.” This inner conflict is more than a personal discomfort, it can distort decision-making, limit strategic impact, undermine resilience and quietly erode leadership effectiveness.

Henley Business School and other leading institutions have increasingly incorporated Imposter Syndrome into their executive and leadership development programmes, recognising it as a critical, and often hidden, barrier to sustainable performance, authentic leadership and wellbeing.

Given its seemingly increasing prevalence, I wanted to explore the origins and nature of Imposter Syndrome, examines its particular impact on senior leaders, and look at some evidence‑based approaches to addressing it.

Origins and Definition of Imposter Syndrome

The concept of Imposter Syndrome was first described by clinical psychologists Pauline Clance and Suzanne Imes in their seminal 1978 paper, “The Impostor Phenomenon in High Achieving Women.” Studying high‑performing professionals and academics, they noticed a recurring experience: despite objective success, many individuals were convinced that they did not deserve their achievements and that others had somehow overestimated their abilities. Clance and Imes defined the experience as:

“The internal experience of intellectual phoniness that appears to be particularly prevalent and intense among a select sample of high achieving women.” (Clance & Imes, 1978)

Subsequent research has made clear that Imposter Syndrome is not confined to women, nor to any particular function, sector or geography. In executive education and leadership development programmes, it is observed across genders, cultures and career stages. Valerie Young, another leading expert in this field, later broadened the definition as:

“A pervasive feeling of self‑doubt, insecurity, or fraudulence despite often overwhelming evidence to the contrary.” (Young, 2011)

Across these perspectives, three core features consistently appear:

1. Persistent self‑doubt about one’s abilities or legitimacy.

2. Attribution of success to external factors, such as luck, timing or others’ misjudgement.

3. Fear of exposure – a belief that sooner or later, others will “find out” that one is not as capable as they think.

These experiences are not fleeting nerves before a big presentation; they are recurring and deeply internalised patterns of thinking and feeling.

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The Prevalence of Imposter Syndrome in Leadership

Leading business schools, including Henley, INSEAD, London Business School and others, regularly find that Imposter Syndrome is prevalent among participants on MBA, EMBA and executive programmes. When the topic is raised and normalised in the classroom, it is common for a substantial portion of the cohort to recognise themselves in the description.

Research published in the International Journal of Behavioral Science suggests that as many as 70% of people will experience Imposter Syndrome at some point in their lives (Sakulku & Alexander, 2011). Among high achievers, the incidence may be higher, not lower. Executive‑level roles, with their increased visibility, complexity and scrutiny can intensify these feelings.

Henley’s own work on leadership identity, authenticity and resilience consistently finds that many senior leaders privately struggle with feelings of inadequacy even while being publicly regarded as confident and capable. The higher they rise, the more acute the fear can feel: “Now I’m really going to be found out.”

This paradox is captured neatly by organisational psychologist Tomas Chamorro‑Premuzic, who has written extensively on leadership, confidence and competence:

“If anything, real incompetents rarely suffer from imposter syndrome because they lack the self‑awareness to question their ability. It is often the most talented people who underestimate their talent.” (Chamorro‑Premuzic, 2019)

For boards and executive teams, this creates a subtle but important risk: the people with the greatest potential impact may be the very ones holding back, second‑guessing themselves, or over‑striving in unsustainable ways.

How Imposter Syndrome Manifests in Senior Leaders

While the core pattern of Imposter Syndrome is similar across levels, it takes on distinct forms in senior leadership roles. Several manifestations are commonly observed in executive coaching and leadership programmes:

i. Over‑preparation and perfectionism: Leaders who fear being “found out” often respond by working harder than anyone else. Every board paper, investor presentation or strategic update must be flawless. They rarely delegate fully, review every detail and struggle to feel “ready.”

Young describes this as a variant of the “Perfectionist” imposter type:

“Perfectionists set excessively high goals for themselves, and when they fail to reach a goal, they experience major self‑doubt and worry about measuring up.” (Young, 2011)

In a senior leaership role, this can become a misuse of time and attention – focusing on micro‑detail at the expense of strategic, relational or governance priorities.

ii. Reluctance to own authority and voice: Non‑executive directors and board members are expected to provide challenge, scrutiny and independent judgement. Imposter feelings can make this difficult. Leaders may hold back from asking questions or offering views for fear of “revealing” ignorance or being judged.

Amy Cuddy, known for her work on presence and power, notes:

“Impostorism steals our power and suffocates our presence. It leads us to speak less, question ourselves more, and contribute below our capacity.” (Cuddy, 2015)

In the boardroom, this can translate into reduced constructive challenge, weaker oversight and suboptimal decisions. Essentially, this means boards not fully functioning.

iii. Discounting achievements: Executives experiencing Imposter Syndrome frequently explain away their own success:

· “The market was favourable.”

· “My team did all the work.”

· “I was just in the right place at the right time.”

Clance found this pattern across her early research subjects:

“Despite outstanding academic and professional accomplishments… these women persist in believing that they are really not bright and have fooled anyone who thinks otherwise.” (Clance & Imes, 1978)

The same pattern recurs in senior leaders today. They struggle to internalise success as evidence of competence, making it difficult to develop a grounded, stable leadership identity.

iv. Avoidance of stretch opportunities: Paradoxically, highly accomplished leaders can hesitate to pursue new roles, acquisitions, transformations or high‑visibility projects because these represent new domains where “failure” and thus “exposure” feels more likely.

Recent Harvard Business Review work has highlighted how this can affect gender balance in leadership, noting that:

“Capable people, particularly women and people of colour, often underestimate their readiness and overestimate the risk of failure, turning down opportunities they are more than qualified to handle.” (HBR Editors, summarising research on the phenomenon)

In a board or C‑suite context, this can limit both individual and organisational growth.

v. Over‑striving and burnout risk:Imposter feelings often drive unsustainable over‑work, as leaders try to “outrun” their self‑doubt. Henley’s research into burnout and resilience in leadership frequently points to Imposter Syndrome as a contributing factor: the belief that one must constantly prove oneself to justify one’s role.

Brené Brown, whose work on vulnerability and shame is widely used in leadership development, has observed:

“Impostor syndrome is not just a belief that ‘I’m not good enough’; it’s the constant, exhausting effort to outrun that belief.” (Brown, 2010/2018, paraphrased from her discussions on shame and worthiness)

For organisations, this translates into increased risk of attrition, poor health, strained relationships and short leadership tenures.

Psychological Underpinnings: Beliefs, Identity and Context

Modern perspectives on Imposter Syndrome emphasise the interaction between individual psychology and organisational context. It is not simply a “confidence issue” that individuals must fix in isolation.

i. Core beliefs and internal scripts: Cognitive‑behavioural approaches highlight that Imposter Syndrome reflects deeply held beliefs such as:

· “If I don’t know everything, I’m not competent.”

· “If I fail, it proves I was never capable.”

· “Others are more talented; I just got lucky.”

These beliefs form an internal script that shapes how leaders interpret events: success becomes discounted, while any challenge is interpreted as evidence of incompetence.

Psychologist Albert Bandura’s work on self‑efficacy is helpful here. Bandura defined self‑efficacy as:

“People’s beliefs about their capabilities to produce designated levels of performance.” (Bandura, 1994)

When self‑efficacy is low, individuals interpret normal setbacks or learning curves as proof that they cannot succeed; when imposter beliefs dominate, even strong performance does not raise self‑efficacy, because success is not internalised.

ii. Identity transitions and role elevation: Henley and other business schools emphasise the importance of identity work in leadership transitions – for example, stepping from functional leadership into the C‑suite, or from executive to non‑executive roles. In these moments, Imposter Syndrome often intensifies.

Herminia Ibarra, a leading scholar on leadership transitions and identity, notes:

“We become leaders by doing leadership work, not by thinking of ourselves as leaders.” (Ibarra, 2015)

Yet Imposter Syndrome can inhibit that “doing” – making leaders hesitate to step into visibility, experiment with new behaviours or fully inhabit their authority.

iii. Culture, bias and systemic factors: It is also essential to recognise that Imposter Syndrome is not just an internal failing; it can be reinforced by organisational cultures and structural biases. People who are “onlys;” the only woman, person of colour, or person from a particular background in a senior room may face more scrutiny and fewer role models, heightening the sense of not belonging.

As Young highlights: “Impostor feelings are often a reaction to the environments we work in, especially where there is a lack of diversity and inclusion.” (Young, 2011/2020).

For boards and executive teams, this means that tackling Imposter Syndrome is not just about individual coaching; it involves cultivating inclusive cultures, fair processes and psychologically safe environments where questioning, learning and vulnerability are not punished.

Evidence‑Based Approaches to Overcoming Imposter Syndrome

While Imposter Syndrome can feel deeply ingrained, research and practice show that it is highly workable. Business school programmes and executive coaching draw on several complementary approaches.

i. Normalising and naming the phenomenon: The first step is often simply to name it. When senior leaders discover that many of their most respected peers share similar internal doubts, there is an immediate reduction in shame and isolation.

Clance herself noted: “When clients understand that the impostor phenomenon is a common experience among successful people, they begin to reframe their self‑doubt as something that can be understood and changed rather than as an unchangeable flaw.” (Clance, 1985)

In executive and board development, facilitated peer discussions, confidential small groups and reflective exercises can rapidly normalise the experience.

ii. Cognitive reframing and evidence‑based thinking: Cognitive‑behavioural techniques help leaders challenge unhelpful beliefs and reinterpret experience. Instead of accepting thoughts such as “I have no idea what I’m doing; I shouldn’t be here,” leaders learn to ask:

· What is the actual evidence for and against this thought?

· How have I handled comparable situations in the past?

· What would I say to a colleague I respect who expressed this same doubt?

Young emphasises the need to “re‑educate” our thinking: “The goal is not to make our fear disappear, but to learn how to talk back to it, to reframe it, and to move forward despite it.” (Young, 2011)

In the leadership context, this might include structured reflection on key achievements, feedback analysis, or reviewing crisis situations successfully navigated.

iii. Redefining competence: from perfection to learning: A major shift for many senior leaders is moving from a perfection‑based definition of competence to a learning‑based one. Instead of “I must know everything and never fail,” a more sustainable stance is “I must learn quickly, decide responsibly and course‑correct when needed.”

Henley’s leadership frameworks often integrate Carol Dweck’s concept of growth mindset, defined as the belief that abilities can be developed through dedication and effort. Dweck notes:

“In a growth mindset, failure is not a referendum on your ability; it’s an opportunity to grow.” (Dweck, 2006)

Reframing stretch, uncertainty and even mistakes as integral to leadership – rather than as proof of fraudulence – is central to weakening Imposter Syndrome.

iv. Building embodied confidence and presence: Research by Cuddy and others suggests that physical posture, voice and breathing influence not only how others perceive us but how we feel internally. While “power posing” has been contested in terms of hormonal effects, many leadership programmes still find that working with body language, breathing and presence has tangible value.

Cuddy writes: “The very act of making ourselves feel powerful, even when we don’t initially feel that way, can help us actually become more present, more confident, and more authentic.” (Cuddy, 2015)

For executives and NEDs, practical work on presence in the boardroom, with investors, with the media – can reduce the felt gap between internal doubt and external role.

v. Harnessing coaching and mentoring: Executive coaching provides a confidential space to explore imposter feelings, test and challenge beliefs, and experiment with new narratives and behaviours. Coaches draw on psychodynamic, cognitive‑behavioural and systemic lenses to help leaders understand where their imposter beliefs originated and how they play out today.

Mentoring, especially from experienced board members or chairs, also plays a critical role. Exposure to the “behind‑the‑scenes” doubts and learning journeys of respected leaders demystifies senior roles and reinforces the message that uncertainty is normal, not disqualifying.

The Strategic Importance of Addressing Imposter Syndrome

For senior executives and non‑executives, overcoming Imposter Syndrome is not merely about feeling better; it is strategically significant for personal and organisational performance.

i. Better decision‑making and governance. Leaders less constrained by self‑doubt are more likely to:

· Ask difficult questions without fear of looking uninformed.

· Offer contrarian views where needed.

· Disagree constructively with chairs, CEOs or major shareholders.

· Admit what they do not know and seek expertise.

This improves the quality of governance, oversight and challenge in boardrooms and executive teams.

ii. More authentic and trusted leadership: When leaders are not using their energy to maintain a façade of certainty, they can show up more authentically – acknowledging uncertainty, inviting input, and sharing their own learning. Numerous leadership studies (e.g., Bill George, 2003, on authentic leadership) have shown that such authenticity strengthens trust, engagement and performance.

Brown captures this succinctly: “People don’t trust perfect and they don’t trust distant. They trust the real and the vulnerable.” (Brown, 2010)

Leaders who have worked through Imposter Syndrome are often better able to embody this grounded authenticity.

iii. Health, resilience and sustainable performance: Addressing Imposter Syndrome also reduces the risk of burnout, anxiety and disengagement. Leaders who develop a healthier internal narrative are better able to:

· Set boundaries.

· Delegate effectively.

· Recover from setbacks.

· Maintain perspective in crises.

This contributes to leadership longevity and organisational continuity.

iv. Talent, diversity and inclusion:

Finally, addressing Imposter Syndrome is pivotal for diversity and inclusion at senior levels. When emerging leaders from under‑represented groups internalise the message that they “do belong” – backed by development, sponsorship and fair processes – they are more likely to step into, and stay in, senior roles.

Organisations that neglect this risk losing high‑potential leaders who quietly decide that senior roles are “not for people like me.”

How my Coaching Can Help and Why It Matters

For senior executives and non‑executive directors, Imposter Syndrome rarely resolves simply with time or promotion. In many cases, elevation intensifies the pressure. What makes the difference is structured reflection, targeted development and expert support.

Antony Harvey Executive specialises in working with leaders at and near the top of organisations, those in roles where internal doubts are often most hidden and yet most impactful. Through bespoke executive coaching, board‑level development and targeted interventions, we have helped many senior leaders in the following ways:

· Identify their specific imposter patterns and triggers.

· Reframe how they understand competence, success and failure in senior roles.

· Build a grounded narrative of their strengths, track record and distinctive value.

· Practise new behaviours in the boardroom and C‑suite, supported by confidential feedback.

· Develop greater presence, resilience and authenticity under pressure.

Why is this important? Because when senior leaders move beyond Imposter Syndrome, they unlock not only personal ease but organisational value:

· Boards become more challenging, insightful and effective.

· Executive teams take bolder, better‑judged decisions.

· Organisations retain and progress a more diverse, confident leadership pipeline.

· Stakeholders experience leaders who are both competent and deeply human.

In a world of complexity, scrutiny and relentless change, organisations need leaders who are not constrained by unseen self‑doubt. They need individuals who can inhabit their roles fully, question themselves without being paralysed, and lead with both confidence and humility.

Partnering with a specialist coach like me gives senior leaders the space, structure and expertise to do this inner work with rigour and confidentiality; transforming Imposter Syndrome from a private burden into a catalyst for more authentic, effective and sustainable leadership.

Get in touch with us today to book a free discovery session.