Is impostor syndrome based on a fallacy?

Key points:

We have all experienced impostor syndrome At some point in our professional careers, it is experienced as an underlying feeling or worry that somehow, despite having the qualifications for the job and having been hired for a position, you are not really qualified, inexperienced, or capable of performing it. There is a feeling of being a fraud and a worry that others will find out that you don't really belong there. If you have experienced this, know that you are not alone. We have all been imposters at some point in our careers.

And it's not just new leaders or those just starting out in leadership. Many, even those with experience, admit to feeling imposter syndrome as society and the subsequent role of school leadership changes.

Even people at the top of the corporate hierarchy don't always feel secure or worthy of their success.

Majority (71 percent) of American CEOs say they experience impostor syndrome, study finds New Korn Ferry survey of about 400 executives.

Many leaders have lost confidence. Whether due to the accelerated pace of change, turbulent social issues or the intrusion of politics into education, more and more school leaders are second-guessing themselves and overthinking the implications of their decisions.

There are more pitfalls than before, when school leaders were less exposed. Leaders are tired of expectations from school district communities to have all the answers, whether about social or technological changes, not just educational changes. Increasingly, many feel undervalued and ill-prepared for the situations they find themselves in.

But what if this fear is unfounded? What if it is based on an outdated model of leadership? Is it possible that leaders feel like imposters because they compare themselves to a stereotypical and outdated image of a leader? You know the image of leadership we are talking about. A leader who is:

Charismatic: A stereotypical leader is often seen as having a magnetic personality that inspires and attracts followers. He is eloquent, self-confident and persuasive.

Decisive: They are known for making decisions quickly and confidently, often under extraordinary levels of pressure. They project confidence and direction.

Authoritarian: They demonstrate a strong sense of authority and control. They feel comfortable taking charge and giving orders, expecting others to follow them.

Sure: A stereotypical leader exudes self-confidence and self-assurance. He believes in his abilities and decisions, which can inspire confidence in others.

Very knowledgeable: They are considered extremely knowledgeable and skilled in their field. They have the answers and their experience inspires respect and trust from others. They have been there and experienced the problem at hand and therefore can provide the correct and immediate answer.

The idea is that the leader is there to make the right decisions and all the team should do is follow these directives. This is a daunting list to keep, especially given the complexity faced by leaders in most industries. When leaders internalize these expectations, they may feel inadequate or like imposters if they perceive any deviation from this idealized image. While these traits are commonly associated with a stereotypical image of a leader, it is important to recognize that effective leadership takes many forms and often requires different or distinct leadership styles to fit the situation.

For many decades, we have equated the authoritarian leader with the ideal leader. It is a reflection of a more military-style leadership, where following orders was literally a life-or-death decision. However, recent research on leadership, including that of Daniel Goleman, Simon Sinekand Brene Brownindicates that these authoritarian actions and behaviors are outdated indicators of leadership and often counterproductive. They display “power over” rather than “power with/for/within,” a much more attractive and authentic way of leading. The authoritarian leader can be a beneficial archetype in times of conflict, while also being detrimental in times or spaces that require collaboration and teamwork.

Maybe our imposter syndrome has been based on an outdated leadership model. Maybe we should start by creating a vision of the kind of leader we want to be. Maybe we should start by changing (or at least analyzing) the kind of leader we want to be before judging ourselves based on it.

Recent leadership research highlights several key characteristics of a “forward-thinking leader,” focusing on the changing demands of leadership in a rapidly changing world. What would happen if we prioritized these leadership traits?

Adaptable: Leaders are highly adaptable and flexible. They can respond to changing circumstances because they take their responses lightly (and are willing to be wrong!).

Empathic: They prioritize understanding and connecting with team members on an emotional level. Their empathy helps build trust, improve communication, and foster a healthy and supportive work environment.

Inclusive: They promote diversity and inclusion within their teams, recognizing the value of diverse perspectives and fostering an environment where everyone feels heard.

Curious: They embrace a growth mindset and are committed to continuous learning and development, both for themselves and their teams.

Collaborative: Visionary leaders emphasize collaboration or competition, promoting teamwork and fostering a culture of shared goals and mutual respect.

These characteristics reflect a shift toward a more human-centered, agile, and authentic leadership style that may be necessary to navigate the future education landscape. By comparison, this list seems much less intimidating and much more achievable.

There will still be times when you don’t have all the answers. You may not have experience in a new situation. You may be unsure. But if you’re not judging yourself against an image of an authoritarian leader, there’s no reason to feel like an imposter anymore. You know how to ask others for ideas, discuss solutions, engage teams, and collaborate. You know how to make people feel heard and seen. You probably know the direction you want your team, school, or organization to take, but you don’t have to go it alone.

Before we dismiss imposter syndrome entirely as old-fashioned, we can draw some good conclusions by questioning our leadership abilities. There is a silver lining to imposter syndrome (or rather, there is a silver lining to the constant pursuit of learning and growth). The difference in our reaction and the benefits that come from it arise from our expectations. Do we expect to have all the answers, or do we expect to learn and grow? Instead of internalizing outdated expectations and doing so from a position of judgment, what if we did so from a position of reflection and curiosity? How could I continue to learn and grow as a leader? What are my blind spots? How could I learn from the mistakes I make as a leader?

The fundamental leadership stereotype that caused impostor syndrome in so many may have expired, but the compulsion it creates to grow and improve never will.

When entering a new situation, a new environment, or a new role, consider that perhaps the problem is not your skills and abilities, but rather the model on which you base them.