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The Prevalence of Impostor Syndrome Among Female Leaders

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Impostor syndrome, a psychological phenomenon where individuals doubt their accomplishments and fear being exposed as frauds, according to the research is notably prevalent among female leaders: Female leaders experience impostor syndrome more acutely than their male counterparts due to societal expectations, gender stereotypes, and various professional challenges.

Contextual pressures

A key contributor to this disparity lies in the contextual pressures women face in traditionally male-dominated industries. Studies show that women leaders are often evaluated more harshly when engaging in assertive behaviours, which compounds their feelings of inadequacy (Koenig et al., 2011)Eagly & Johnson, 1990). Meta-analyses reveal that while women often exhibit superior transformational leadership qualities, their effectiveness may be undermined by existing biases that favour male leadership (Lowe et al., 1996). This dichotomy creates a double bind where women must navigate both the challenges of leadership and the societal stereotypes associated with their gender, leading to increased confidence issues.

Lack of inclusion combined with active discrimination

All too often, impostor phenomenon can be aggravated by prevalent discrimination within organizations. The “glass cliff” situation, where women leaders are appointed to leadership roles during times of crisis, makes them vulnerable to feelings of fraudulence (Eagly et al., 1995; Morgenroth et al., 2020). In contrast, male leaders typically do not experience this phenomenon to the same extent, reflecting the historical narratives surrounding male leadership qualities (Koenig et al., 2011).

In medical fields, the impostor phenomenon is particularly pronounced. Female medical professionals report higher rates of impostor syndrome than their male colleagues, often due to the internalization of societal beliefs that women do not belong in high-stakes positions (Gottlieb et al., 2019). This issue extends beyond individual feelings of fraudulence and can affect organizational dynamics; women may feel less inclined to pursue leadership roles, thereby limiting their career advancement opportunities (Fnais et al., 2014).

According to our recent research (Baxter, Patent and Winter, 2026, in press) those women who feel they are introverted are even more likely to suffer from impostor syndrome, due to cults of extroversion within organisations and models of leadership that are predominantly extroverted and/or paternalistic.

The Myth of meritocracy

Myths are powerful, and sadly, the myth of meritocracy undermines females in positions of power, as they struggle to accept their promotions and successes as deserved, attributing them to luck or external factors instead (Choi & Lee, 2025). This attribution style hinders personal growth and feeds into a cycle where women feel less competent, further isolating them from supportive networks that could alleviate these feelings (Perkins & Durkee, 2025).

In my view, addressing impostor syndrome in organizational settings requires not only a change in leadership dynamics but also a broader cultural shift that empowers female leaders to acknowledge their achievements and overcome self-doubt.

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References:
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