53% of men and 57% of women say they struggle to believe their success is deserved or has been legitimately achieved through their own skills or efforts – a key sign of imposter syndrome at work – according to a survey of more than 2,000 employees by global leadership experts Right Management.
The survey also finds that men (21%) believe they’re more likely to be affected by imposter syndrome than women, whereas women (38%) believe it is they who are more typically affected.
Lorraine Mills, principal consultant at Right Management, says:
“If you’re inclined to believe that women are more affected by imposter syndrome than men, or vice-versa, there’s a risk you will be tempted to communicate in siloes and only speak with your own gender or demographic about feelings of self-doubt .
“Of course, it’s a huge personal step to begin talking with others about experiencing imposter syndrome in the first place. But in doing so, we must remember that diverse perspectives can offer diverse solutions. By being cognisant of our own biases and assumptions about imposter syndrome we will prompt better and more meaningful conversations about feelings of self-uncertainty. For the workplace, this can lead to a stronger sense of inclusivity and understanding amongst colleagues.”
24% of women surveyed by Right Management said that feelings of self-doubt mean they are less likely to put themselves forward for a promotion, compared with 16% of men.
Lorraine adds: “This finding suggests imposter syndrome could have a greater impact on the career trajectory of female talent. Leaders can play a crucial role here, by creating a workplace culture where open communication about imposter syndrome and related challenges is encouraged. It’s crucial to build a supportive environment where vulnerability is embraced, and honest conversations are welcomed.”
The survey also uncovered that 1 in 3 respondents (34%) say they have previously felt they don’t deserve their professional success, most notably Gen Z at 55%.
Lorraine said:
“There’s a common narrative and misconception that Gen Z are overconfident and unrealistic in their ambitions, looking to fast-track themselves into the role of CEOs for example (From Stagnation to Agility). In making these assumptions, we overlook the fact they are the youngest demographic in the workplace and will likely need ongoing support and guidance, no different to previous generations. Our data reminds us of this by showing how this age group is in fact the most likely to second guess their professional standing.
“Leaders must recognise that all generations can be impacted by self-doubt in the workplace: this isn’t a place for assumptions or putting people into buckets. Through mentorship, regular feedback, and a culture of psychological safety, leaders can empower workers, boosting their confidence and driving both personal and organisational growth.
“If left unaddressed, imposter syndrome can lead to long-term issues such as reduced productivity, disengagement, and a decline in employee morale. Over time, these challenges can contribute to burnout, strained team dynamics, and ultimately hinder the overall success of an organisation. But with targeted training, self-awareness resources, and regular check-ins, leaders can build a supportive, resilient workplace that thrives on collaboration and delivers results.”
