The Imposter Syndrome

The imposter syndrome has received extensive study and consideration in recent years. It is likely to have surfaced from time to time as physicians moved into leader roles. In fact, professor and author Andy Molinsky notes that “one of the greatest barriers to moving outside your comfort zone is the fear that you’re a poser, that you’re not worthy … (or) qualified to do what you’re aiming to do.”(1) He boldly asserts that at times, in certain situations or roles, everyone suffers from the imposter syndrome.(2)

Originally coined by psychotherapists Pauline Clance and Suzanne Imes, the imposter syndrome has surprisingly wide reach.(3) Generally, those experiencing the syndrome are highly accomplished but cautious and uncertain, experiencing feelings of being a fake or a fraud. As these feelings progress, individuals become convinced that they are not nearly as good as others perceive they are and at any moment, a mistake will arise, exposing them for the phonies they really are.

Interestingly, recent research suggests that individuals who hold themselves to very high standards — perhaps exhibiting perfectionistic tendencies (similar to some physicians) — can be easily triggered toward imposter feelings when experiencing struggles or occasional failures in newer roles (such as those of physician leadership).(4) While originally believed to be more prevalent among women than men, the imposter phenomenon appears to cut across both gender and race.(5)

Two perspectives are important. First, as mentioned above, everyone at some time is likely to feel like an imposter, especially in new roles. Second, we must remember to define ourselves by our litany of successes and not temporal anxieties or missteps. Doing our homework, studying the leadership issues before us, learning from colleagues and recognized experts, testing newer initiatives with trusted colleagues, and moving courageously and decisively to action is the proper formula, even when it feels a bit awkward and uncomfortable.

Similar to our earlier discussion of intelligence, the relationship between self-confidence and leader effectiveness follows a curvilinear (rather than linear) pattern.(6) There is a point at which extremely high levels of self-confidence can begin to negatively affect performance. We have all seen this. Overly confident leaders may feel little need to seek input from others and even less need to communicate and inform, leading to perceptions of arrogance and “lone wolf” approaches to work.

In fact, Harvard’s Rosabeth Moss Kanter notes that “confidence is the sweet spot between despair and arrogance.”(7) Not surprisingly, perceptions of arrogance — that sense of smug superiority over others — can be damning for leaders.(8) Additionally, research indicates that overconfidence can contribute to groupthink, a willingness to blindly persist in failing approaches that should be abandoned, and an unwillingness to commit sufficient time to studying and analyzing new complicating challenges — all which tend to adversely affect performance.(9)

Excerpted from Inspired Physician Leadership: Creating Influence and Impact, 2nd Edition by Charles (Chuck) R. Stoner, DBA, and Jason S. Stoner, PhD.

References

1. Molinsky A. Everyone Suffers From Imposter Syndrome—Here’s How To Handle It. In Confidence, p. 21-24. Boston: Harvard Business Review Press;2019.

2. Ibid.

3. Clance PR, Imes, S. The Imposter Syndrome in High Achieving Women: Dynamics and Therapeutic Interaction. Psychotherapy Theory, Research, and Practice. 1978;15(3):241-247.

4. Grubb WL, Grubb LK. Perfectionism and the Imposter Syndrome. Journal of Occupational Psychology. 2021;21(6):25-42.

5. Crawford W, Shanine K, Whitman M, Kramer K. Examining the Imposter Syndrome Phenomenon and Work-Family Conflict. Journal of Managerial Psychology. 2015;31(2):375-390.

6. Grant AM, Schwartz B. Too Much of a Good Thing: The Challenge and Opportunity of the Inverted U. Perspectives on Psychological Science. 2011;6(1):1-76. Vancover JB, Thompson CM, Tischner E, Putka DJ. Two Studies Examining the Negative Effect of Self-Efficacy on Performance. Journal of Applied Psychology. 2002;87(3):506-516.

7. Kanter RM. Overcome the Eight Barriers to Confidence. In Confidence. Boston: Harvard Business School Publishing;2019.

8. Hicks R. Arrogance: The Mother of All Derailers. Physician Leadership Journal. 2021;8(1):79-80.

9. Grant & Schwartz, 2011. Vancover, et al., 2002.