Understanding the hidden effects of imposter syndrome in senior leadership opens the door to improved performance, healthier organizational cultures, and more effective decision-making at the highest levels of the organization.
Imposter syndrome (IS) is a psychological pattern in which individuals doubt their accomplishments and fear being exposed as frauds, even when they are objectively competent. While extensively studied in early-career professionals and high-achievers, IS among senior leaders—those responsible for strategic decisions and shaping organizational culture—remains underexplored. This Research Question Review (RQR) investigates how IS impacts senior leader performance and decision-making.
A systematic literature review using databases such as ABI-Inform and Google Scholar reveals that IS in leadership can have mixed effects. Some leaders report increased humility and receptiveness to feedback, while others experience risk aversion, decision paralysis, overcompensation, and burnout. However, research directly addressing senior leaders is limited, indicating a critical gap in both scholarly inquiry and managerial practice.
From a business standpoint, recognizing and addressing IS among senior leaders offers a strategic advantage. Understanding this phenomenon can inform targeted interventions—such as executive coaching, leadership development programs, and peer support systems—that not only improve performance and decision-making but also reduce isolation among leaders. By normalizing the experience of IS, organizations can foster a healthier leadership dialogue, reduce stigma, and create more psychologically safe cultures. This review encourages both further research and open conversations that support leadership effectiveness and organizational resilience.
Authors: Joel Kotanko
Link: https://doi.org/10.28945/5593
Kotanko, J. (2025). How does imposter syndrome impact senior leader performance and decision-making? Muma Business Review 9(12). 113-121. https://doi.org/10.28945/5593