The feeling that you’re not quite qualified enough for a job, yet somehow managed to slip through the cracks without anyone noticing, is known as imposter syndrome. The sneaky form of self-doubt can show up across occupations (and even outside of work). But while imposter syndrome was once thought to impact women at higher rates then men, a new study reveals work environments, not an individual’s gender, may be what’s actually fueling the phenomenon.
The research, which was published in Social Psychological and Personality Science, included six experimental studies on how competitive work environments can cause an employee to feel like an imposter. The researchers surveyed employees on how competitive their work environment was, while also collecting information on age, gender, educational level, experience level, and how competitive their personalities were.
The researchers found employees were more likely to admit to feeling like imposters when they worked for an organization that emphasized competition over cooperation. Likewise, those who expressed feelings of imposter syndrome were also more likely to compare themselves to colleagues that were performing better than them.
Previous research has suggested that women have higher rates of imposter syndrome. However, while women may still experience gender discrimination at work, the new research rejects the idea that imposter syndrome is inherently female. “Our findings nuance this gendered perspective as we find no evidence that women report higher levels of impostorism and/or that competitive work climates differently impact men’s versus women’s impostorism,” the researchers wrote.
Imposter syndrome is not just a minor annoyance for those who experience it—it can seriously affect mental health. The feeling of not being capable, qualified, or good enough, can lead to upticks in anxiety, depression, burnout, as well as the inability to even enjoy hard-earned successes at work.
The report called for workplaces that are prone to fostering imposter syndrome in employees to examine their practices, choosing cooperation and inclusiveness over a competitive culture, rather than placing blame on employees who don’t feel good enough.
