Imposter phenomenon among people of colour

In recent years, discussions around the imposter phenomenon (IP) have gained traction, especially in relation to race. Critics argue that IP predominantly serves white women and places undue blame on individuals rather than addressing systemic issues. However, dismissing IP entirely risks overlooking valuable insights that can benefit individuals from diverse backgrounds

CREDIT: This is an edited version of an article that originally appeared on Harvard Business Review

Imposter phenomenon, also known as imposter syndrome, refers to the psychological pattern where individuals doubt their accomplishments and have a persistent fear of being exposed as a “fraud,” despite evidence of their competence and success. While early research focused largely on white women, recent studies have delved into the experiences of marginalised groups, revealing a complex interplay between individual psychology and external factors such as racism and discrimination.

Critics raise valid concerns about the limited applicability of IP to people of colour and the tendency to attribute imposter feelings solely to personal insecurities. Indeed, the societal context of racism and bias must be acknowledged in understanding the experiences of minoritised individuals. However, completely discarding the concept overlooks the nuanced ways in which IP manifests across diverse groups.

The racialised imposter phenomenon

Emerging research introduces the concept of the racialised imposter phenomenon, which acknowledges the role of racial discrimination in fostering feelings of self-doubt among people of colour. By integrating insights from psychology and sociology, scholars aim to provide a more comprehensive understanding of imposter experiences within diverse contexts.

Implications for organisational practices

Organisations must move beyond surface-level diversity efforts and address underlying biases and discriminatory practices that perpetuate imposter feelings among minoritised employees. By fostering inclusive cultures and addressing systemic inequities, leaders can create environments where all individuals feel valued and supported in their professional growth.

While criticisms of the imposter phenomenon are valid, dismissing it entirely risks overlooking valuable insights that can inform efforts to promote diversity, equity, and inclusion in the workplace. By adopting a nuanced approach that acknowledges both individual experiences and systemic factors, organisations can better support the diverse talents and contributions of their employees.