Impostor syndrome, also known as the impostor phenomenon or impostorism, is a psychological experience in which individuals doubt their abilities and accomplishments despite the evidence of success. First described by psychologists Clance and Imes in 1978, this phenomenon has gained significant attention in both academic and professional spheres due to its potential impact on individual and team performance, and mental health.
Prevalence and Demographics
According to the International Journal of Behavioral Sciences an estimated 70% of people will experience at least one episode of imposter syndrome in their lives, and it is not only women. It affects a wide range of people and occupations and is especially prevalent among healthcare professionals and medical students due to the challenging nature of their professions. It is particularly concerning as it is linked to a higher incidence of burnout and suicidal ideation. In the case of healthcare executives, 71% of CEOs and 65% of senior executives in the U.S. have reported experiencing symptoms of impostor syndrome.
Characteristics
Impostor syndrome can manifest in various ways, often characterized by specific behavioral patterns and thought processes:
- Perfectionism: resulting in individuals setting unrealistic or even impossibly high standards for themselves, leading to excessive preparation and workaholic tendencies. There may be a need to be the very best and to want everything in their lives to go flawlessly.
- Atychiphobia: or the fear of failure, causing anxiety and apprehension when facing achievement-related tasks.
- Denial of competence: despite objective evidence of abilities, with a tendency to discount intelligence, skills, and natural talents and difficulty internalizing success and accepting praise as valid.
- Attribution of success to external factors: such as luck, timing, or factors other than personal competence.
- Fear or guilt about success: such as when success is unusual within the individual’s family or peers.
Impact on Professional Life
The effects of impostor syndrome extend beyond personal psychological distress and can significantly impact professional performance and career development. Studies have shown that individuals with impostor syndrome tend to experience lower job satisfaction
and performance, higher rates of burnout, and reluctance to pursue new opportunities or advancements. These factors can create a self-perpetuating cycle, where perceived inadequacy leads to increased stress and anxiety, further reinforcing impostor feelings.
Prevalence and Impact on Leadership
Impostor syndrome is surprisingly common among healthcare leaders and managers. For clinical managers specifically, impostor syndrome can have several negative effects and these can include reluctance to pursue leadership roles (thereby failing to reach their true potential), impaired decision-making (due to the fear of making mistakes), difficulty leading with influence (as many healthcare professionals tend to lead by expert authority) and increased stress and burnout (due to persistent self-doubt and fear of being “exposed).”
Specific Challenges for Clinical Managers
Clinical managers face unique challenges related to impostor syndrome:
- Role Transitions: moving from a clinical role to a management position can trigger impostor feelings, especially when the manager feels less competent in their new responsibilities compared to their previous clinical expertise.
- High-Stakes Environment: the healthcare setting, with its emphasis on life and death situations, quality of patient care, and rapid decision making, can amplify feelings of inadequacy and self-doubt in managers.
- Diverse Team Management: clinical managers often lead diverse teams of healthcare professionals and impostor syndrome may make it difficult for them to assert authority or make decisions confidently across various disciplines.
Addressing Impostor Syndrome
Strategies for individuals addressing impostor syndrome include:
- Access a therapist or coach who can help with recognition and shifts in negative thought patterns.
- Find an experienced mentor who can provide support and validation. ● Join a peer support group and talk to other individuals experiencing similar challenges.
- Create your own trusted “Board of Advisors” who really see and understand you and who will be honest with you.
- Do not confuse humility with feeling like a fraud, and focus on what you have accomplished, not on what you still hope to do.
Strategies for organizational leaders include:
- Helping individuals recognize and make shifts in their negative thought patterns by ensuring access to therapist or professional coach services.
- Encourage mentorship programs that provide support and validation from experienced professionals.
- Ensure organizational culture promotes and celebrates diverse achievements and inclusivity and encourages open communication about Imposter Syndrome. ● Facilitate Peer Support Groups where facilitated discussions take place among individuals experiencing similar challenges.
- Provide leadership development through training and group or individual coaching.
- Promote wellbeing programs that address the psychological needs of healthcare clinicians and leaders.
By addressing impostor syndrome in clinical managers and leaders, healthcare organizations can improve leadership effectiveness, reduce burnout, reduce recruiting costs and ultimately enhance the quality of patient care and organizational performance.
Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241–247.
Alexander, J. (2011). The Imposter Phenomenon. International Journal of Behavioral Science 2011, Vol. 6, No.1, 75-97
Orbe-Austin, L. (2020). Own Your Greatness: Overcoming Imposter Syndrome, Beat Self-Doubt, and Succeed in Life. Ulysses Press.
Medicine (Baltimore). 2023 July 21;102(29):e34364.
