Impostor syndrome: an integrative framework of its antecedents, consequences and moderating factors on sustainable leader behaviors

Abstract

Purpose The purpose of this paper is to integrate impostor syndrome and leadership research to identify antecedents of impostor syndrome, their impact on sustainable leader behaviors. The paper also postulates the moderating effect of mindfulness and leader member exchange on impostor syndrome and sustainable leader behaviors, respectively. Design/methodology/approach The paper relies on an integrative approach of literature review on impostor syndrome and leadership. After identifying gaps in impostor syndrome research and its intersectionality with the constructs of contextual leadership theory, an integrative conceptual framework was formulated incorporating antecedents, consequences and moderators of impostor syndrome. Findings Three antecedents of impostor syndrome were identified from the literature, namely, gender, family/social role expectation and personality traits. Additionally, this paper also unearths contextual factors as yet another antecedent to impostor syndrome. Negative impact of impostor syndrome on leader behaviors such as managerial decision-making, innovative work behavior (IWB) and organizational citizenship behavior (OCB) were established by connecting those to the three primary characteristics of impostor syndrome, namely, low self-efficacy, fear of failure and perceived fraudulence, respectively. Finally, the paper also posits the moderating role of leader member exchange and mindfulness and proposes mindfulness training as an effective intervention for impostor syndrome. Research limitations/implications This being a conceptual paper will benefit from empirical studies that corroborate theoretical posits. The scope of studying the effect of impostor syndrome on sustainable leader behavior was limited to three major variables, namely, managerial decision-making, IWB and OCB. Thus, it calls for a more elaborate model of impostor syndrome including other relevant leader behaviors. Practical implications The model when applied in organizational context addresses the need for mindfulness training to reduce the effect of impostor syndrome among leaders. Leaders will exhibit sustainable behaviors when provided with the right kind of training. Originality/value The study attempts to integrate the two independent constructs, impostor syndrome and leadership to establish a novel and meaningful connection and throws light to the unaddressed antecedents, consequences and moderators of its impact on sustainable leader behaviors. From learning and development practitioners’ perspective, it also signifies the effectiveness of mindfulness training among employees’ personal and professional development.

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