Tag: psychology

Why do I feel so inadequate despite my achievements ?

The Prevalence of Impostor Syndrome Among Female Leaders

Photograph copyright jacquelinebfotografie.com all rights reserved 2026 .

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:
Bravata, D., Watts, S., Keefer, A., Madhusudhan, D., Taylor, K., Clark, D., … & Hagg, H. (2019). Prevalence, Predictors, and Treatment of Impostor Syndrome: a Systematic Review. Journal of General Internal Medicine, 35(4), 1252-1275. https://doi.org/10.1007/s11606-019-05364-1
Bravata, D., Watts, S., Keefer, A., Madhusudhan, D., Taylor, K., Clark, D., … & Hagg, H. (2019). Prevalence, Predictors, and Treatment of Impostor Syndrome: a Systematic Review. Journal of General Internal Medicine, 35(4), 1252-1275. https://doi.org/10.1007/s11606-019-05364-1
Chakraverty, D. (2022). Impostor Phenomenon and Identity-Based Microaggression Among Hispanic/Latinx Individuals in Science, Technology, Engineering, and Mathematics: A Qualitative Exploration. Violence and Gender, 9(3), 135-141. https://doi.org/10.1089/vio.2021.0061
Chakraverty, D. (2024). Workplace Violence and the Impostor Phenomenon in Medicine: A US-Based Qualitative Study. Violence and Gender, 11(2), 105-113. https://doi.org/10.1089/vio.2023.0062
Choi, J. and Lee, Y. (2025). Exploring the Impostor Phenomenon Among Korean Daycare Directors: A Grounded Theory Approach. Behavioral Sciences, 15(5), 565. https://doi.org/10.3390/bs15050565
Eagly, A. and Johnson, B. (1990). Gender and leadership style: A meta-analysis.. Psychological Bulletin, 108(2), 233-256. https://doi.org/10.1037/0033-2909.108.2.233
Eagly, A. and Johnson, B. (1990). Gender and leadership style: A meta-analysis.. Psychological Bulletin, 108(2), 233-256. https://doi.org/10.1037/0033-2909.108.2.233
Eagly, A., Karau, S., & Makhijani, M. (1995). Gender and the effectiveness of leaders: A meta-analysis.. Psychological Bulletin, 117(1), 125-145. https://doi.org/10.1037/0033-2909.117.1.125
Fnais, N., Soobiah, C., Chen, M., Lillie, E., Perrier, L., Tashkhandi, M., … & Tricco, A. (2014). Harassment and Discrimination in Medical Training. Academic Medicine, 89(5), 817-827. https://doi.org/10.1097/acm.0000000000000200
Gottlieb, M., Chung, A., Battaglioli, N., Sebok‐Syer, S., & Kalantari, A. (2019). Impostor syndrome among physicians and physicians in training: A scoping review. Academic Medicine, 54(2), 116-124. https://doi.org/10.1111/medu.13956
Heilman, M. (2001). Description and Prescription: How Gender Stereotypes Prevent Women’s Ascent Up the Organizational Ladder. Journal of Social Issues, 57(4), 657-674. https://doi.org/10.1111/0022-4537.00234
Iwai, Y., Yu, A., Thomas, S., Fayanju, O., Sudan, R., Bynum, D., … & Fayanju, O. (2023). Leadership and Impostor Syndrome in Surgery. Journal of the American College of Surgeons, 237(4), 585-595. https://doi.org/10.1097/xcs.0000000000000788
Iwai, Y., Yu, A., Thomas, S., Fayanju, O., Sudan, R., Bynum, D., … & Fayanju, O. (2023). Leadership and Impostor Syndrome in Surgery. Journal of the American College of Surgeons, 237(4), 585-595. https://doi.org/10.1097/xcs.0000000000000788
Kark, R., Meister, A., & Peters, K. (2021). Now You See Me, Now You Don’t: A Conceptual Model of the Antecedents and Consequences of Leader Impostorism. Journal of Management, 48(7), 1948-1979. https://doi.org/10.1177/01492063211020358
Koenig, A., Eagly, A., Mitchell, A., & Ristikari, T. (2011). Are leader stereotypes masculine? A meta-analysis of three research paradigms.. Psychological Bulletin, 137(4), 616-642. https://doi.org/10.1037/a0023557
Lowe, K., Kroeck, K., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature. The Leadership Quarterly, 7(3), 385-425. https://doi.org/10.1016/s1048-9843(96)90027-2
Morgenroth, T., Kirby, T., Ryan, M., & Sudkämper, A. (2020). The who, when, and why of the glass cliff phenomenon: A meta-analysis of appointments to precarious leadership positions.. Psychological Bulletin, 146(9), 797-829. https://doi.org/10.1037/bul0000234
Ok, F., Karip, B., & Baydili, K. (2025). Impostor syndrome and its association with anatomical self‐efficacy in medical students in Turkiye. Anatomical Sciences Education. https://doi.org/10.1002/ase.70116
Penick, E., Beltran, T., & Foglia, L. (2023). Survey Highlighting Impostor Phenomenon (SHIP): Evaluating the Prevalence of Impostor Phenomenon Among Physicians in a Military Treatment Facility. Journal of Medical Education and Curricular Development, 10. https://doi.org/10.1177/23821205231203827
Perkins, T. and Durkee, M. (2025). Impostor phenomenon among Black undergraduates: Contributions of microaggressions, gender, and school belonging.. Cultural Diversity & Ethnic Minority Psychology, 31(4), 637-648. https://doi.org/10.1037/cdp0000694
Sergesketter, A., Butler, P., Gosman, A., Leis, A., Baynosa, R., Momeni, A., … & Patel, A. (2023). Defining the Incidence of the Impostor Phenomenon in Academic Plastic Surgery: A Multi-Institutional Survey Study. Plastic & Reconstructive Surgery, 153(5), 1022e-1031e. https://doi.org/10.1097/prs.0000000000010821

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Managing dominant team members in meetings

Managing Dominant Team Members in Meetings

We’ve all been in team meetings where no one can get a word in edgeways due to dominant members of the team occupying the air space ! So why do some people feel the need to dominate and what can you do to address this ?

Effective team meetings are critical for fostering collaboration, making decisions, and driving projects forward. However, managing dominant team members can be a challenge, as their assertiveness may inadvertently stifle input from others, skew decision-making, or lead to frustration among quieter team members. By implementing strategic approaches grounded in research and best practices, leaders can create a more balanced and inclusive meeting environment. So why do certain people manifest dominance in meetings ?

Understanding Dominance in Team Dynamics

Dominance in meetings often manifests as frequent interruptions, monopolization of speaking time, or steering discussions towards personal interests. While dominant members may bring valuable insights and energy, their behavior can unintentionally overshadow the contributions of others, potentially diminishing the overall effectiveness of the group (Kozlowski & Ilgen, 2006). Certain individuals may act dominant in meetings due to personality traits, such as high extraversion or assertiveness, or as a response to perceived threats to their status within the group. Additionally, dominance can arise from a desire to control outcomes or ensure their ideas are heard, particularly in high-stakes scenarios (Anderson & Brion, 2014; Wisse & Sleebos, 2016).

Strategies to Manage Dominant Participants

  1. Set Clear Expectations Begin meetings with a clear agenda and ground rules. Establishing norms such as “one person speaks at a time” and “every voice matters” creates a framework for respectful interaction (Lehmann-Willenbrock et al., 2011). Additionally, distributing the agenda beforehand allows all members to prepare their contributions, reducing the likelihood of any single person dominating.
  2. Facilitate Balanced Participation The role of the facilitator is critical in managing team dynamics. Techniques such as round-robin sharing or directed questions can ensure equal participation. For example, asking, “Let’s hear from someone who hasn’t spoken yet,” invites input from quieter members (Kerr & Tindale, 2004).
  3. Use Structured Techniques Structured decision-making tools, like brainstorming followed by prioritization or the Nominal Group Technique, (NGT ) can help balance participation. The NGT is a process by which individuals first generate ideas independently, followed by a group discussion to prioritize these ideas. This ensures that all contributions are considered before dominant voices can overly influence the discussion (Van Breda, 2019).These methods encourage individual input before group discussion, reducing the influence of dominant voices.
  4. Leverage Nonverbal Cues None verbal cues can be powerful in managing behaviours (ask any teacher !) . Facilitators can use nonverbal communication to subtly manage dominance. Making eye contact with quieter members, gesturing towards them to speak, or gently interrupting dominant participants with phrases like, “Let’s pause here to get others’ thoughts,” can help redistribute speaking time.
  5. Provide Feedback and Coaching Addressing dominant behavior privately can lead to positive changes. Frame feedback constructively, focusing on the impact of their behavior and suggesting alternative ways to contribute. For instance, say, “Your enthusiasm is valuable, but I’d like to ensure others have the opportunity to share their perspectives as well” (Hackman, 2002).
  6. Cultivate Psychological Safety Psychological safety—the belief that one can speak up without fear of negative consequences—is essential for inclusive meetings. Leaders should model vulnerability, acknowledge diverse viewpoints, and actively encourage participation from all members. (Allen et al, 2023)

Managing dominant team members requires a proactive and empathetic approach. By setting clear expectations, facilitating balanced participation, and fostering a culture of psychological safety, leaders can create a meeting environment where all voices are heard and valued. This not only enhances decision-making but also strengthens team cohesion and morale.

References

  • Anderson, C., & Brion, S. (2014). Perspectives on power in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 67-97.
  • Allen, J, A. Lehmann-Willenbrock, The Key Features of workplace meetings: Conceptualising the why, how and what of meetings at work, Organisational Psychology Review, London Sage.
  • Delbecq, A. L., Van de Ven, A. H., & Gustafson, D. H. (1975). Group techniques for program planning: A guide to nominal group and Delphi processes. Scott, Foresman.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
  • Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Harvard Business Press.
  • Kerr, N. L., & Tindale, R. S. (2004). Group performance and decision making. Annual Review of Psychology, 55, 623-655.
  • Kozlowski, S. W., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77-124.
  • Lehmann-Willenbrock, N., Meinecke, A. L., Rowold, J., & Kauffeld, S. (2011). How transformational leadership works during team interactions: Insights from a video-based field study. The Leadership Quarterly, 22(6), 1013-1024.
  • Wisse, B., & Sleebos, E. (2016). When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams. Personality and Individual Differences, 99, 122-126.