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Abstract: Despite years of professional success, the author often struggled with feelings of self-doubt and inadequacy at work, a phenomenon commonly known as "impostor syndrome." Even after receiving positive feedback and achieving major accomplishments, the author grappled with an internal voice questioning their true competence. This case study outlines the author's journey to confront these debilitating impostor feelings through self-awareness, cognitive restructuring techniques, and cultivating a supportive network. By identifying the underlying irrational thought patterns, challenging them with evidence-based self-talk, and leveraging relationships for encouragement, the author was able to overcome self-doubt and blossom into a more confident, effective leader. The article provides a roadmap for other professionals, especially women in male-dominated fields, to recognize and address impostor phenomenon in order to reach their full potential.
Despite years of experience leading teams and delivering results, I often found myself plagued by feelings of self-doubt and inadequacy at work. No matter how much positive feedback I received or how many successes I had, a nagging voice in the back of my mind told me I was not truly competent and was just pretending. This experience is commonly known as impostor phenomenon, where high-achieving individuals question their abilities and success. While debilitating impostor feelings are surprisingly common, especially for women in male-dominated fields, I knew I had to confront these doubts head on if I wanted to progress in my career.
Today I will outline my journey to recognize and address impostor phenomenon through self-awareness, perspective-shifting strategies, and cultivating support networks.
Research Foundation
Impostor Phenomenon
Impostor phenomenon was first defined in the 1970s by psychologists Pauline Clance and Suzanne Imes, who found that high-achieving individuals, especially women and minorities, often question their accomplishments and struggle with feelings of fraudulence (Clance & Imes, 1978). Even after external successes, impostors internalize failure and have difficulty internalizing success. They attribute accomplishments to luck rather than ability, are generally perfectionist, and have anxiety about being "found out" as a fraud. Impostor phenomenon has since been shown to affect up to 70% of people at some point in their career, demonstrating its widespread yet hidden impact (Grimaldi et al., 2006; Ferrari & Thompson, 2006). Left unaddressed, impostor feelings can severely undermine performance, career advancement, mental well-being, and leadership potential.
Cognitive Restructuring and Evidence-Based Self-Talk
Cognitive restructuring involves detecting and modifying dysfunctional or unhelpful thoughts, assumptions and beliefs which cause emotional distress. It helps individuals reframe problems in a more realistic, adaptive way (Beck, 2011). Catching and challenging cognitive distortions with evidence-based rational responses has been shown as an effective strategy in cognitive behavioral therapy for reducing rumination and counteracting negative biases caused by conditions like anxiety and depression (Purdon, 2022). Cognitive restructuring paired with purposeful efforts to engage in more productive self-talk supports lasting changes in thinking patterns and feelings of self-efficacy, as was experienced in addressing impostor phenomenon in this case study.
Social Support
Social support plays a significant role in cultivating high self-efficacy, the belief in one's capabilities to succeed in specific tasks or job roles (Bandura, 1977). Perceived support has been correlated with lower rates of depression, stress and higher life satisfaction on well-being outcomes (Wills & Shinar, 2000). In workplace settings specifically, available support buffers the impact of job demands and strengthens an employee's feelings of competence and ability to handle responsibilities (Lazarus & Folkman, 1994). By recognizing the value of social infrastructure, taking action to build rapport, and using relationships as a resource aided facing self-doubt effectively in this case study.
Identifying Impostor Phenomenon Through Self-Reflection
For years I dismissed my nagging self-doubts as normal performance anxiety. However, upon learning about impostor phenomenon, I realized all the classic symptoms rang true for me. I took time for honest self-reflection, journaling about worries, successes, and thought patterns. Through this process, I was able to clearly identify impostor feelings as a barrier to reaching my leadership potential. Some key realizations included:
Assuming credit for success belonged to others like luck or effort, not my own abilities
Constantly needing external validation and reassurance from supervisors
Perfectionist tendencies that led to procrastination out of fear of failure
Physical symptoms like anxiety, insomnia, and lack of confidence before important presentations or meetings
Once I understood the unconscious thought patterns driving my impostor feelings, I was ready to start challenging them purposefully through cognitive strategies and building support networks. Self-awareness was the crucial first step to overcoming debilitating self-doubt.
Challenging Impostor Thoughts Through Cognitive Restructuring
An essential part of addressing impostor phenomenon is catching and disputing the irrational negative thoughts and core beliefs fueling feelings of incompetence. I employed cognitive restructuring techniques frequently used in cognitive behavioral therapy. This involved:
Identifying irrational thoughts: I made note of specific thoughts like "I don't deserve this promotion" or "They'll soon find out I'm not qualified."
Gathering evidence against irrational thoughts: For each thought, I listed objective evidence disputing it, like positive performance reviews, examples of accomplishments, and facts about my qualifications.
Engaging in self-talk: I consciously shifted to more balanced, evidence-based self-talk like "I earned this promotion through my past contributions" or "I am fully capable and qualified for this role."
Over time, cognitive restructuring helped me weaken my impostor thought patterns and replace them with more realistic, growth-mindset focused messages. This alleviated symptoms like anxiety and boosted confidence. Colleagues also noticed an increase in my leadership presence as self-doubt lessened.
I continue using cognitive restructuring when negative thoughts resurface, keeping thought journals as a reference. With practice, it becomes second nature to evaluate impostor statements rationally rather than accept them at face value.
Building an "Anti-Impostor" Support System
No one can overcome impostor phenomenon alone. I made building an "anti-impostor support system" a priority. This included:
Selecting an accountabilibuddy - A trusted colleague I could check in with regularly about my progress facing self-doubts and who would provide reality checks.
Vulnerable mentorship - Having open conversations with mentors about my greatest insecurities to gain perspective and encouragement.
Peer support groups - Connecting with peers also experiencing impostor phenomenon through networking events and online communities for solidarity.
Strength-focused feedback - Requesting substantive but also uplifting feedback from supervisors focused on acknowledging my qualifications rather than only critiquing weaknesses.
With trusted relationships as a safeguard, setbacks felt surmountable instead of shame-inducing failures. Celebrating victories together boosted confidence far more than isolated self-praise. A supportive system provides an extra layer of protection against impostor Thoughts and inspiration to continue growing into leadership roles.
Conclusion
Through honest self-reflection, cognitive restructuring techniques, and establishing an encouraging support system, I was finally able to overcome the impostor phenomenon that previously held me back as a leader. By understanding the roots and addressing irrational thought patterns producing feelings of incompetence, I have gained lasting confidence in my skills, qualifications and potential. I now accept positive feedback at face value instead of dismissing achievements as flukes. While self-doubt still occasionally surfaces, especially during times of increased stress or responsibility, I have the tools to manage it in a healthy way. Overall, my career progression and leadership presence have flourished now that I can focus outward on adding value through my work instead of inward on perceived shortcomings. My hope is that other professionals, especially women, can benefit from openly acknowledging and combating impostor phenomenon to reach their full potential and experience empowered, fulfilling careers. No one should let self-doubt dictate their path when effective strategies exist to recognize it for what it is - simply a cognitive distortion - rather than an unchangeable trait or self-fulfilling prophecy.
References
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.
Beck, A. T. (2011). Cognitive therapy: Nature and relation to behavior therapy. Behavior Therapy, 1(2), 184–200.
Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241–247.
Ferrari, J. R., & Thompson, T. (2006). Impostor fears: Links with self-presentational concerns and self-handicapping behaviours. Personality and Individual Differences, 40(2), 341–352.
Grimaldi, P. J., Musewicz, F., & Nadkarni, L. (2006). Imposter phenomenon and mental health among high-achieving students and youth. In M. Prinstein & K. Patterson (Eds.), Peer relationships, peer influence, and peer programs (pp. 189–215). Guildford Press.
Lazarus, R. S., & Folkman, S. (1994). Stress, appraisal, and coping. Springer.
Purdon, C. (2022). Cognitive restructuring. In R. G. Steele (Ed.), Reducing vulnerability to harm. American Psychological Association.
Wills, T. A., & Shinar, O. (2000). Measuring perceived and received social support. In S. Cohen, L. G. Underwood, & B. H. Gottlieb (Eds.), Social support measurement and intervention: A guide for health and social scientists (pp. 86–135). Oxford University Press.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). Overcoming Impostor Phenomenon: My Journey to Confront Self-Doubt in the Workplace. Human Capital Leadership Review, 18(1). doi.org/10.70175/hclreview.2020.18.1.3
