Competitive work culture fuels imposter syndrome

A competitive workplace culture can add to feelings of “imposter syndrome” amongst employees, according to a new study by an international team of researchers, including from The Australian National University (ANU).

The study shows that people tend to feel like impostors more often when they work in an environment where they compete frequently with colleagues for promotions or recognition. 

Co-author Professor Michelle Ryan from The Global Institute for Women’s Leadership at ANU said that in competitive work environments people are more likely to compare themselves with higher-performing colleagues, which makes them insecure about their own abilities. This was true for both men and women of all ages and backgrounds.

“Too often, we tell individuals (particularly women) to overcome imposter feelings by changing themselves – to be more confident, or to ‘lean in’. But this research makes it clear we must also look at how the workplace itself fosters these feelings through competitiveness and unrealistic expectations,” Professor Ryan said.

“These findings challenge the idea that imposter syndrome is a personal flaw. What we’re seeing is a systemic issue – one that disproportionately affects women and minoritised groups in environments that pit colleagues against one another.”

The new paper looked at the findings of six studies, with nearly 1,300 respondents in total.

It challenges the long-held idea that “imposterism” was primarily something personal and a result of an individual’s own perfectionism or insecurity. 

The findings suggest imposter syndrome is not something people simply bring to their work, but is influenced by workplace culture.  

“These feelings of inadequacy are widely called ‘imposter syndrome’, as if the problem lies with the individual – yet our research shows that the culture and climates we work in play a significant role in creating these feelings,” co-author Dr Christopher T. Begeny from the University of Exeter said.

“They get triggered and amplified when organisations create a work culture where colleagues are your competition – those who need to be outdone, who otherwise stand in the way of getting recognised and appreciated in the organisation.”

The research was a collaboration between Vrije University, The University of Exeter and The Global Institute for Women’s Leadership at The Australian National University.

The paper is published in Social Psychological and Personality Science.