{"id":8634,"date":"2026-07-21T09:00:34","date_gmt":"2026-07-21T09:00:34","guid":{"rendered":"https:\/\/www.aom.org\/today\/?p=8634"},"modified":"2026-07-16T20:15:15","modified_gmt":"2026-07-16T20:15:15","slug":"how-leaders-can-address-the-imposter-phenomenon","status":"publish","type":"post","link":"https:\/\/www.aom.org\/today\/how-leaders-can-address-the-imposter-phenomenon\/","title":{"rendered":"How Leaders Can Address the Imposter Phenomenon"},"content":{"rendered":"

By Marc Hogan<\/a><\/p>\n

The imposter phenomenon occurs when employees believe that they don\u2019t know what they\u2019re expected to know. Also known as imposter syndrome, it is frequently connected to withdrawal behaviors, anxiety in the workplace, and burnout. But it\u2019s also transitory, and leaders can take steps to mitigate its negative effects, according to Academy of Management Scholar Sean Martin<\/a> of the University of Virginia.<\/p>\n

\u201cThere might be some people who are more prone to it than others, but it\u2019s also a highly contextualized thing,\u201d Martin said. \u201cIt\u2019s likely to happen when people get a promotion, when they get a new job, when they have to take on new tasks, or they get a new responsibility, but it\u2019s not a full promotion.\u201d<\/p>\n

The imposter phenomenon can occur even at the highest levels, Martin noted. For example, he said that many of the students in his executive Master of Business Administration (MBA) classes\u2014who are \u201cincredibly talented at their jobs\u201d but might not have entered a classroom for 20 years\u2014often feel like imposters as they get up to speed on the norms of returning to school.<\/p>\n

\u201cManagers can do a good job of being able to recognize it, call it what it is, recognize that it\u2019s a temporary thing for people, and by doing so, normalize it,\u201d Martin said.<\/p>\n

Leaders should be aware that imposter-like thoughts are likely to accompany changes to a worker\u2019s environment, whether it be a recent promotion or a new stretch assignment, he added. They can ease the negative effects of imposter syndrome by acknowledging that everyone has those feelings to a certain extent, according to Martin. Leaders who have recently been promoted may want to tell others that they still feel like they\u2019re new in the role, he said.<\/p>\n

Above all, leaders should create a psychologically safe environment where a conversation about imposter feelings can develop without a stigma, according to Martin.<\/p>\n

\u201cIf the imposter phenomenon is the gap between what I think you expect me to know and what I know, we\u2019re only going to resolve that gap by talking about it and getting clear on what all those expectations actually are,\u201d Martin said.<\/p>\n

\u201cManagers can create the context where these things are normalized, discussed, and seen as something temporary.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

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He has written about a range of subjects for <em>The Financial Times<\/em>, <em>With Intelligence<\/em>, <em>Kellogg Insight<\/em>, <em>The New York Times<\/em>, <em>NPR<\/em>, <em>The Atlantic<\/em>, <em>Rolling Stone<\/em>, <em>Meatingplace<\/em>, and <em>Medscape<\/em>. He spent eight years as senior staff writer at the music publication\u00a0<em>Pitchfork<\/em>. Prior to that, he held positions with various FT publications, as well as <em>Bloomberg Businessweek<\/em>. He has also written for <em>New York<\/em> magazine, <em>SPIN<\/em>, <em>The Village Voice<\/em>, <em>Time Out New York<\/em>, and <em>The Chicago Tribune<\/em>. 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Also known as imposter syndrome, it is frequently connected to withdrawal behaviors, anxiety in the workplace, and burnout. 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