Impostor phenomenon (IP) is a psychological state in which individuals doubt their abilities and achievements and attribute them to external factors such as luck, chance, or deception. IP can have negative consequences for individuals’ well-being, motivation, and career development. However, little is known about how IP affects job performance and what factors can mitigate its impact. In this study, the authors propose a conceptual model that links IP to job performance through three mediators: vicarious learning, impression management, and self-reflection. It also discusses the implications of the model for research and practice.
Impostor Phenomenon negatively affects job performance by hindering vicarious learning, impression management, and self-reflection. It might increase awareness aimed at overcoming feelings of dishonesty that aid in developing people's skills to their fullest potential. The impostor phenomenon varies from individual to individual and contextual factors can magnify the strength of the relationship between the impostor phenomenon and employees’ performance. Individuals with IP have a persistent belief that they are not as capable as others perceive them to be. They constantly question their abilities and fear being exposed as frauds.
There is a deep fear of failure associated with IP. Individuals may avoid taking risks or pursuing opportunities due to the belief that they will inevitably fail. Many individuals with IPs strive for perfection and engage in overachievement as a means of proving their worth. They may set excessively high standards for themselves and fear that any mistake or setback will reveal their true incompetence. Our study examines the impact of IP on employees’ performance through impression management and vicarious learning and gauges the presence of self-reflection. This self-reflection can potentially mitigate the negative impact of IP which enables employees to personify themselves in a better way vis-à-vis enables them to learn from others to achieve better job performance.