Organizational psychologist Sanne Feenstra has received an ERC Starting Grant from the European Research Council (ERC) for her research 'From Impostor Syndrome to Impostor System: A Social Identity Approach to Impostorism in the Workplace'.
Organizational psychologist Sanne Feenstra has received an ERC Starting Grant from the European Research Council (ERC) for her research From Impostor Syndrome to Impostor System: A Social Identity Approach to Impostorism in the Workplace.
With this research, Sanne Feenstra aims to fundamentally change the prevailing perception of the imposter “syndrome.” The central question is no longer which people feel like an imposter, but rather when and why impostorism arises. My research must uncover how the work environment causes feelings of ‘impostorism’ and influences career opportunities,” says Feenstra.
The imposter phenomenon refers to the belief that others overestimate a person’s abilities. Even people who are demonstrably successful can fear that they will eventually be exposed as an ‘imposter’. It is estimated that a significant portion of the working population experiences such feelings. Moreover, the phenomenon is often associated with women and people from ethnic minority groups.
From individual problem to systemic issue
Until now, impostorism has primarily been approached as an individual problem. The term ‘imposter syndrome’ suggests that the cause lies with the individual and that the solution must be sought, for example, in coaching, training, or therapy.
Feenstra deliberately chooses a different angle. The premise is that impostorism stems not only from personal characteristics but can also be a psychological reaction to the social and organizational environment. She therefore studies, among other things, the role that negative stereotypes, quota-based selection procedures, and the way managers and colleagues treat people play in the emergence of impostorism. In doing so, she pays particular attention to the experiences of women and ethnic minorities, groups that are still underrepresented in senior management positions in many organizations.
A paradox in career development
An important part of the research is the question of how impostorism influences employees' careers in the long term. After all, the phenomenon can initially appear to have positive effects. Employees who doubt their own abilities may work extra hard, prepare very thoroughly, and make a strong effort to prove their suitability.
In the long term, however, this constant pressure can have a downside. Prolonged feelings of insecurity can contribute to stress and burnout and lead to employees being less likely to apply for leadership positions or seize other career development opportunities. Feenstra is therefore investigating whether impostorism plays a underestimated role in the persistent underrepresentation of women and ethnic minorities at the top of organizations.
Towards structural solutions
The societal significance of the project thus lies not only in a better understanding of impostorism, but also in the potential consequences for organizations. If the impostor phenomenon is partly caused by the work environment, it is insufficient to teach employees exclusively how to deal with those experiences. “My research can actually help organizations address the very circumstances that foster impostorism. Consider the way talent is assessed, how inclusion is shaped, and how managers and colleagues treat employees from groups facing negative stereotypes,” says Feenstra.
This shifts the focus from ‘repairing’ individuals to improving systems. Feenstra: “Impostorism needs not be viewed exclusively as a shortcoming of the individual. Sometimes they also reveal something about the environment in which someone is trying to be successful.”