Leadership and Imposter Syndrome — You Are Not Alone

If you’ve ever sat at your desk wondering, “Am I really good enough for this?” — you’re in very common company. Leadership doesn’t come with a confidence guarantee. Even the people at the very top feel self-doubt sometimes — not because they’re unqualified, but because the job pushes them into new territory every day.

And that’s important to know: your experience isn’t unique — but it is human.

What Is Imposter Syndrome in Leadership?

Imposter Syndrome describes a persistent internal belief of inadequacy, where a leader doubts their skills or fears being exposed as a “fraud” — even when they’re objectively successful and competent. It often co-exists with perfectionism, anxiety, and a reluctance to claim credit for accomplishments. This experience is deeply human and surprisingly common among leaders of all levels.

How Common Is It? (Yes — There’s Data)

High Rates Among Senior & Business Leaders

• 71% of U.S. CEOs report experiencing Imposter Syndrome, according to a Korn Ferry survey of global professionals — even while 85% also said they felt competent in their roles. 

• 65% of other senior executives likewise report these feelings, compared with around 33% of early-career professionals. 

• Around 78% of business leaders overall say they’ve experienced Imposter Syndrome at work. 

• These figures highlight a paradox: senior leaders know they’re capable yet still struggle with internal doubt — a pattern often underestimated.

Gender Gaps in Experience

• Studies suggest female executives commonly report higher rates of Imposter Syndrome, with around 75% of female executives acknowledging it at some point in their careers. 

• Broader workforce research also finds women often report imposter feelings more frequently than men (e.g., 54% vs 38% in some UK surveys). 

• This points to the intersection of systemic biases and personal self-doubt — something leaders must recognise and address both for themselves and their teams.

Why Leaders Often Feel This Way

Imposter feelings show up in leadership for a few common reasons:

• Expectations keep changing: Every new level of leadership brings fresh challenges — and that keeps confidence evolving too.

• Visibility increases: The higher you go, the more people are watching. That can amplify self-questioning even when the work is solid.

• Comparisons are everywhere: What we see on the outside — titles, outcomes, applause — rarely matches the inner experience of doubt or uncertainty.

• Isolation at the top: With fewer peers at their level, leaders may lack candid feedback and support structures. 

• Cultural dynamics: Competitive or opaque workplace environments tend to amplify self-doubt. And because so many high performers push themselves continually, self-doubt becomes a companion, not a verdict.

Interestingly, many leaders who experience imposter syndrome still report strong confidence in their actual abilities — it’s the internal sense of belonging that feels shaky, not their skill set. That’s a key point. Imposter syndrome is less about lack of competence and more about a disconnect between internal confidence and external achievement.

Truth Be Told - A Reality Check

Imposter syndrome isn’t a flaw. It’s actually a sign of growth. Why?

Because it shows:

• You’re moving beyond your comfort zone

• You’re facing complexity instead of avoiding it

• You care about doing well, not just looking capable

In that sense, imposter moments are proof of commitment, not weakness.

What Helps?

You’re not alone, and here are ways leaders around the world are learning to navigate these feelings:

• Talk about it: Silence gives the impression that everyone else is always confident. They aren’t — they just don’t say it.

• Notice the pattern, not the panic: Most leaders feel self-doubt at transition points — starting a new role, scaling a team, making high-stakes decisions.

• Connect with peers: Knowing others have similar experiences normalises your own and builds resilience.

  
  

A Closing Note

If you’ve ever felt like you’re “just winging it,” you’re in good company. Most leaders have. Most leaders still do. Imposter feelings are a shared human experience, not a personal failure. And the fact that you’re thinking about it with care, awareness, and honesty already tells a deeper story: You are engaged. You are reflective. You are leading with intention. And that is real leadership.

“Good leadership hiring predicts behavior - not brilliance.”