Imposter phenomenon in an uncertain world: rethinking how we lead ourselves

In a world defined by uncertainty - geopolitical upheaval, economic volatility, and relentless technological disruption - it’s not just businesses that are under pressure. Individuals are grappling with mounting self-doubt, identity shifts, and the fear of being “found out” as roles evolve faster than ever.

In times of stability, imposter thoughts might just bubble under the surface. But in an environment where roles are shifting, AI is redefining jobs, and organisations are constantly “pivoting,” the inner critic gets louder. People begin asking themselves:

• Do I really know what I’m doing?

• Am I still relevant?

• What happens when they figure out that I’m not as capable as they think?

It’s no surprise, then, that Imposter Phenomenon - the persistent feeling of being a fraud despite evidence of competence - is experiencing a resurgence in today’s professional discourse.

Imposter Syndrome vs Imposter Phenomenon

Psychologists increasingly prefer the term Imposter Phenomenon to Imposter Syndrome, and for good reason. In her book ‘Own Your Greatness’, Dr. Lisa Orbé-Austin, a leading expert in the field, emphasises that this isn’t a diagnosable mental health disorder; it’s a common, learned response to certain environments. Her research underscores how individual ‘origin stories’, systemic issues (like bias & exclusion) and perfectionist workplace cultures fuel these feelings, particularly for high-achievers and under-represented groups. And although still slightly more prevalent in females, recent evidence suggest that males suffer in almost equal measure.

Fake it ‘til you make it?

The popular mantra “fake it ‘til you make it” may appear empowering, but when applied to individuals experiencing IP, it can exacerbate feelings of inauthenticity and self-doubt rather than alleviate them. Instead of building genuine confidence, this approach often reinforces the internal narrative that one’s success is based on deception, not competence, deepening the cycle of impostor feelings. According to Clance and Imes who first conceptualised the phenomenon back in 1978, individuals with IP tend to attribute their accomplishments to external factors such as luck or effort, rather than ability.

Encouraging people to "fake it" can inadvertently validate their belief that they are frauds who must conceal their inadequacies. More recent research by Vergauwe et al in 2015 found that people with high levels of imposter feelings are more likely to engage in surface acting and emotional labour, which is emotionally exhausting and undermines authentic self-expression.

Thus, rather than promoting resilience, “faking it” may perpetuate psychological strain and prevent the development of real self-efficacy.

Why this matters more than ever

Unchecked, imposter phenomenon doesn’t just affect individual wellbeing - it impacts organisational performance. Talented leaders hold back from speaking up, avoid stretch opportunities, or become trapped in cycles of overwork and burnout. In an era when agility, innovation, and courageous leadership are non-negotiable, imposter-driven self-sabotage becomes a silent barrier to success, both personal and organisational.

Self-diagnosing and attempting to self-remediate feelings associated with Imposter Phenomenon is particularly challenging because the core features of the experience - chronic self-doubt, distorted self-perception, and the persistent belief that one’s success is undeserved - undermine an individual’s ability to accurately assess their own competence. Those experiencing IP often discount evidence of their achievements, attributing success to luck, timing, or the misjudgement of others, rather than to their own abilities. This cognitive bias makes it difficult to break the cycle without an external perspective.

Moreover, self-help strategies can inadvertently reinforce those beliefs by failing to address the deeper psychological patterns and emotional vulnerabilities involved. Seeking support from a qualified professional, particularly one trained in coaching or psychotherapy and with expertise in IP, can offer a structured, evidence-based approach to challenging the distortions and building sustainable self-worth. Research by Sakulku & Alexander in 2011 finds that imposter feelings are deeply ingrained and often linked to early family dynamics and personality traits, making them resistant to change without guided intervention.

The role of specialist coaching

So, contrary to popular mythology, overcoming imposter phenomenon is not about “faking it”; it requires a structured, psychologically informed approach that addresses the roots of self-doubt such as unhelpful narratives, perfectionism, and unrealistic self-standards.

This is where working with a coach trained in imposter phenomenon becomes transformational. Unlike generic development conversations, specialist IP coaching offers:

• Deep understanding of the psychological patterns involved.

• Strategies tailored to interrupt imposter cycles without stumbling into toxic positivity.

• Tools to build sustainable confidence grounded in reality, not performance ‘masks’.

• Support in navigating uncertain, rapidly evolving environments with resilience.

A call to leaders and organisations

At D4S Partnership, we’ve seen the impact of embedding this kind of work into leadership development programmes and we understand its value in helping people thrive during periods of significant uncertainty. The message is clear; if your inner critic is growing louder, it’s not a sign of failure, it’s a sign that it’s time to do the work to change your personal narrative. And the right coach can help you do that.

The ‘inner game’ of leadership needs to be re-examined, as the external world certainly is not going to get less volatile anytime soon. But leaders who develop the self-awareness, tools and support to quell the imposter voice, will be better positioned to lead with confidence, take meaningful risks, and help their teams to do the same.

Steve Hendry, Managing Partner, D4SP

[About D4S Partnership – D4SP is a UK/NL based supplier of leadership and team development services. Combining our expertise in behavioural science with real-world commercial understanding, we work side-by-side with our clients to align people development with business-critical challenges and drive a relentless focus on business outcomes.]