Developing a framework to assess the influence of the imposter phenomenon on critical leadership competencies.

Abstract

Real-world problem - The imposter phenomenon, characterised by persistent feelings of inadequacy and a fear of being exposed as a fraud despite evident accomplishments, can significantly impact a leader's self-esteem. This, in turn, can have profound implications for critical leadership competencies such as decision-making self-efficacy and innovative work behaviour. When leaders perceive themselves as imposters, they may doubt their abilities to make effective decisions, fearing that their choices are mere luck rather than informed judgment. This can lead to hesitancy, over-analysis, or a reluctance to take risks, hampering their decision-making self-efficacy. Additionally, the imposter phenomenon can stifle a leader's inclination to explore new and innovative approaches, as they may hesitate to showcase their ideas out of fear of being exposed as fraud if those ideas fail. This apprehension can hinder their willingness to encourage a culture of innovation among their teams and can discourage the pursuit of novel strategies or solutions. In the real world, this issue could lead to inhibited organisational growth, diminished creativity, and reduced agility in a rapidly evolving business landscape as leaders struggle to make confident decisions and foster innovative environments due to the negative impact of imposter feelings on their self-esteem. Design/methodology/approach – The research questions draw on a comprehensive literature analysis on leadership and the Impostor Phenomenon. After gaps in the literature about the Impostor Phenomenon were discovered, as well as its intersectionality with the concepts of contextual leadership theory, research questions were formed. An integrative conceptual framework was developed, which included the Impostor Phenomenon’s antecedents, impacts, mediators and leadership constructs, namely innovative work behaviour and decision-making self-efficacy. These hypotheses based on this framework were assessed with the means of the quantitative paradigm using a cross-sectional correlational questionnaire. The findings in the research provided answers to the questions and tested the hypotheses of this study. The population was 7000 managers from the NWU Alumni, represented using a convenience sample. Findings – The Impostor Phenomenon negatively influences decision-making self-efficacy and innovative work behaviour. In this study, the following hypotheses were confirmed. The Impostor Phenomenon, self-esteem, decision-making self-efficacy, and innovative work behaviour measuring instruments are valid and reliable in South Africa. Differences exist in the v Impostor Phenomenon of self-esteem, decision-making self-efficacy and innovative work behaviour between age, highest qualification, managerial/leadership experience, managerial/leadership role, gender, and sectors. Self-esteem mediates the relationship between the Impostor Phenomenon, decision-making self-efficacy, and innovative work behaviour. Research limitations/implications – The key leadership competencies, namely, innovative work behaviour and decision-making self-efficacy, were the only leadership constructs included in this study of the impact of the Impostor Phenomenon on leader behaviour. Conclusions are only based on these constructs. As a result, it necessitates a more complex model of the Impostor Phenomenon that incorporates other pertinent leader characteristics, should a holistic impact of this phenomenon on leadership be considered. Furthermore, the leaders in South Africa are the subject of this investigation. As a result, the study’s results do not apply to a global population. Practical implications – This research is both theoretical and practical. By understanding the impact of this phenomenon better, a leader may determine the impact of the characteristics manifested by the Impostor Phenomenon if not managed correctly. It will assist a leader in understanding its impact on their capacity to lead, make decisions, take risks and be innovative, all of which influence their overall leader’s abilities. The findings in this study enable managers/leaders to acknowledge the influence of the Impostor Phenomenon and therefore be able to make more effective decisions and demonstrate innovative behaviour despite the phenomenon’s influence. Originality/value – The study is significant because no research known at the time of this study has investigated the relationship between the Impostor Phenomenon and innovative work behaviour and decision-making self-efficacy in the South African leadership context. This study theme has yet to be empirically investigated. These results create awareness and propose a reason to overcome the Impostor Phenomenon. This study builds a new and substantial connection between the identified leadership constructs and the Impostor Phenomenon. The influence of the Imposter Phenomenon, if not managed, on leader behaviours, specifically related to leadership decision-making self-efficacy and Innovative Work Behaviour are highlighted. The influence of the Impostor Phenomenon on leadership competencies, namely innovative work behaviour and decision-making self-efficacy, was determined for leaders to identify, understand, manage, and control the impact of this phenomenon. Aparna and Menon (2020) advanced the assertion that the existing body of evidence of the association between impostor phenomenon and leadership competencies is presently lacking vi in sufficiency (Aparna & Menon, 2020). Nevertheless, their scholarly investigation formulates inferences concerning potential correlations between the impostor phenomenon and fundamental leadership comportments, notably encompassing the realms of decision-making and innovative work behaviour. Noteworthy is the existing gap wherein these postulated connections still need to be empirically tested. This study, in response, undertakes the imperative task of experimentally examining and substantiating these hypothesized relationships, thereby effectively bridging this scholarly gap. Therefore, this study addresses a significant gap in the existing body of knowledge. Despite the growing recognition of the Impostor Phenomenon's impact on individuals' psychological well-being and professional development, there remains a notable absence of research exploring its intersection with innovative work behaviour and decision-making self-efficacy specifically within the South African leadership context. By delving into this uncharted territory, this study not only contributes to a deeper understanding of the complex psychological dynamics within leadership in a unique cultural and socio-economic setting but also offers invaluable insights into how the Impostor Phenomenon might influence key drivers of organisational success, such as innovation and effective decision-making. In a rapidly evolving global landscape, where diverse leadership strategies are essential for thriving organisations, unravelling these connections stands to make a significant scholarly.