The Impostor Phenomenon Revisited: Examining the Relationship between Workplace Impostor Thoughts and Interpersonal Effectiveness at Work

Abstract

Prevailing wisdom paints the impostor phenomenon as detrimental. I seek to rebalance the existing conversation around this phenomenon by highlighting that it may also have interpersonal benefits. To identify these benefits, I revisit seminal theorizing to advance the construct of workplace impostor thoughts which I define as the belief that others overestimate one’s competence at work. Incorporating theory on contingencies of self-worth, I present an integrative model that outlines why such thoughts may be positively associated with other-perceived interpersonal effectiveness and why they may not be. I test my theory across four studies ( n = 3,603) that feature survey, video, and pre-registered experimental data. I find that employees who more frequently have such thoughts are evaluated as more interpersonally effective because they adopt a more other-focused orientation. I do not find that this interpersonal benefit comes at the expense of competence-related outcomes (i.e., performance, selection)—a point I revisit in my future directions. When examining my theorized competing pathway, I find that, whereas workplace impostor thoughts do encourage those who have them to self-handicap—consistent with prevailing wisdom—such thoughts do not operate through self-handicapping to harm other-perceived interpersonal effectiveness. I conclude by situating my findings alongside prior work.