BLOG POST
Qualified but Questioning
Why Women Doubt their Place at Work
It comes so naturally, it feels like a reflex. It’s there in the doubt you feel when accepting a new job that you believe you are underqualified for. It’s there in the fear you face when entering a boardroom with people you believe know so much more than you do. It’s the uncertainty in every word you speak and the constant belief that everyone in the room thinks that you are an imposter.
Impostor syndrome refers to a chronic feeling of self-doubt[1], a psychological phenomenon wherein the individual lives with a fear of being exposed as incompetent.
In a study by the Young Women’s Trust of 4,000 adults, 53% of women reported experiencing chronic self-doubt and incompetence[2]. Women are most likely to experience imposter syndrome in the workplace (72%) and during education (29%)[3]. In comparison, over half (54%) of men admitted that they have never felt it at all[4].
For many woman, there is an inherent belief that they are undeserving of their success, instead they attribute their achievements to luck, timing and the assistance of others[5]. Furthermore, 62% of women have admitted to having rarely experienced true confidence[6].
Imposter syndrome, or as it was originally coined in 1978, imposter “phenomenon”, was based on research that observed a pattern among high achieving woman who, despite their strong academic or professional success, felt like “frauds” and lived in a constant fear of being “found out”[7]. However, many groups were excluded from this originally study, namely women of colour[8]. Historically, imposter syndrome has been blamed upon the individual. If women wanted to find a cure they would have to look inward and reflect on their own confidence prompting them to self-optimise and constantly assert their value[9].
What these earlier studies failed to recognise, are the historical and cultural contexts that are integral to how it manifests in both women of colour and white women[10]. In short, imposter syndrome forces “our view toward fixing women at work instead of fixing the places where women work”[11].
It should be noted that feelings of self-doubt and uncertainty are a normal part of professional life. However, as a white man progresses through his career, these feelings of doubt usually fade away accordingly as his work and intelligence are validated over time[12]. Rarely, does their competence or leadership style come into question[13].
Feelings of doubt become amplified by everyday battles with systemic bias, barriers and racism that can create environments where women, and especially women of colour, are made to feel undeserving[14].
As Tulshyan and Burey (2022) explain, “our presence in most of these spaces is a result of decades of grassroots activism and begrudgingly developed legislation[15]”. Therefore, we must reevaluate its roots as a systemic issue rather than an individual failing[16].
Imposter syndrome can become an “emotional burden” and heavily affect well-being and daily functioning[17]. In workplace settings, this includes burnout-related emotional exhaustion[18]. Women have reported working long hours to prove their worth, as well as avoiding asking questions for a fear of being perceived as incompetent[19]. Imposter syndrome erodes self-esteem, which can significantly hinder career progression[20]. Women who feel unworthy of recognition might decline leadership opportunities, be reluctant to negotiate salaries and avoid taking risks that could elevate their skills and influence in the workplace[21].
Imposter syndrome thrives in isolation[22]. Without awareness or intervention, women feel they must navigate these experiences alone[2]3. The problem persists when women feel it is simply something they must solve themselves. Instead, organisations must provide access to resources, leadership programs and coaching that helps to create workplaces where self-doubt does not thwart potential.
Mentorship programs can help to build safe spaces for sharing experiences and normalising imposter feelings[24]. When such experiences are shared, they become less shameful and can help to build support systems.
By starting to have these discussions, we can increase the understanding around imposter syndrome, and we can create workplaces where women feel they truly belong.
[1] Impostor syndrome: the cost of being ‘superwoman’ at work and beyond
[5] Impostor syndrome: the cost of being ‘superwoman’ at work and beyond
[7] The History of Imposter Syndrome | Psychology Today
[8] Why Imposter Syndrome Isn’t a Personal Flaw | TIME
[9] Impostor syndrome: the cost of being ‘superwoman’ at work and beyond
[10] Stop Telling Women They Have Imposter Syndrome - Kim Center for Social Balance
[11] Stop Telling Women They Have Imposter Syndrome - Kim Center for Social Balance
[12] Stop Telling Women They Have Imposter Syndrome - Kim Center for Social Balance
[13] Stop Telling Women They Have Imposter Syndrome - Kim Center for Social Balance
[14] Why Imposter Syndrome Isn’t a Personal Flaw | TIME
[15] Stop Telling Women They Have Imposter Syndrome - Kim Center for Social Balance
[16] Why Imposter Syndrome Isn’t a Personal Flaw | TIME
[19] Why imposter syndrome hits women and women of colour harder - BBC Worklife
