As a leader, it’s not uncommon to feel like you’re not measuring up to the expectations placed on you. This phenomenon, known as ‘leader impostorism’, can have a significant impact on how you interact with your team. Researchers have delved into this concept to understand how it affects leaders and their followers, revealing both positive and negative outcomes.
Two studies were conducted to explore the relationship between leader impostorism and follower behavior. The first study involved online participants, while the second study focused on leaders and their followers within a Chinese hotel chain. The findings showed that leaders with high levels of impostor syndrome were more likely to view their followers as threats, which could undermine their authority. However, they were also more reliant on their followers and tended to offer more support.
The results varied based on the leader’s beliefs about power dynamics. Leaders who valued equal power distribution saw impostorism as an opportunity for self-reflection and collaboration. In contrast, leaders who preferred strict hierarchies often saw their followers as potential challenges to their authority.
For organizations, addressing leader impostorism is crucial to help leaders overcome their insecurities. Providing regular positive feedback can help combat feelings of inadequacy and build confidence. While impostorism can have some benefits, such as fostering dependency on followers, it’s essential to create a culture of cooperation rather than competition to prevent leaders from inadvertently undermining their team.
Ultimately, understanding and addressing leader impostorism can lead to a more cohesive and supportive work environment. By acknowledging and working through these feelings, leaders can foster stronger relationships with their team members and create a more positive organizational culture.
Source:
Wen, X., Liu, Z., Qiu, F., Leavitt, K., Wang, X., & Tang, Z. (2025). A power dependence model of the impact of leader impostorism on support and undermining the supervisor: the moderating role of power distance. Journal of Applied Psychology, 110(7), 963–978.
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