More and more women are succeeding in conquering leadership positions in the top management of armed organisations with unquestionable academic and professional qualifications. However, they sometimes face a less visible but deeply rooted challenge: the imposter syndrome. That constant feeling of not measuring up, of doubting one’s own merits and attributing achievements to luck or external circumstances. A silent enemy that can hold back careers and undermine personal confidence.

Paradoxically, while they accumulate degrees, certifications and experience in an attempt to validate their place in environments still dominated by masculinised structures, the brake lies not in their lack of preparation, but in the social and cultural barriers that reinforce these insecurities. These environments often lack female role models, impose unequal standards and project expectations that weigh like a burden.

Understanding the impact of these dynamics is not only crucial for those who suffer from them, but for businesses and society as a whole. Let’s reflect on the implications of this phenomenon and explore how we can work-individually and collectively-to make way for more inclusive and bias-free work cultures.

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The imposter syndrome: a silent enemy

Imposter syndrome, a psychological phenomenon coined by researchers Pauline Clance and Suzanne Imes in the 1970s, is characterised by a profound sense of fraud and an inability to internalise one’s own achievements. Despite evidence of their competence, many women constantly question whether they really “deserve” to be where they are.

According to a global study by KPMG, 75% of women in leadership positions have experienced this syndrome at some point in their careers. This translates into recurring thoughts such as “I’m not good enough”, fears of being “found out” as incompetent or the tendency to attribute their successes to external factors such as luck. This accumulation of insecurities not only undermines personal confidence, but also has a direct impact on career development and decision-making.

 

“75% of women in leadership positions have experienced imposter syndrome at some point in their careers”.

 

A survey by the American Psychological Association revealed that women often underestimate their capabilities, even when their performance matches or exceeds that of their male colleagues. It’s not hard to imagine how this can limit their participation in strategic projects, raise their stress levels and, worse, lead them to turn down significant opportunities.

Nuria Chinchilla, Professor of Managing People in Organisations at IESE and holder of the Carmina Roca and Rafael Pich-Aguilera Chair in Women and Leadership, differentiates between a glass ceiling and a concrete ceiling, which is the one we impose on ourselves, and which is more difficult to break.

 

 

More titles, less confidence: the dilemma for women leaders

Recent analysis shows that women in leadership roles tend to have higher degrees, multiple certifications and extensive experience to back them up. But despite this, a disturbing paradox persists: the accumulation of credentials does not always translate into greater confidence or self-affirmation in the workplace. “Women’s qualification gains have been enormous, and are still little studied,” said Rosa Santero, professor and researcher at the Universidad Rey Juan Carlos, and Maribel Martínez, director and founder of Abay Analistas, in an interview with El País.

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So much so that both of them, regular collaborators, use overqualification as an indicator to measure how hostile a sector is for female talent.

Faced with an environment that questions their legitimacy, many women feel pressure to compensate with more titles and tangible achievements. However, this merit overload doesn’t solve the root of the problem.

This strategy, while understandable, can exhaust women mentally and emotionally, diverting their attention from what really matters. Instead of focusing on reaffirming their self-confidence or developing skills directly related to their career goals, they embark on a never-ending quest for external validation.

 

“In an environment that questions their legitimacy, many women feel pressure to compensate with more titles and tangible achievements.

 

Social and cultural factors that fuel impostor syndrome

The imposter syndrome at work, though personal in its manifestation, finds fertile ground to grow in the social and cultural environment. For women in senior management, these factors act as an invisible but persistent framework that reinforces internal insecurities and doubts. Social pressure and the lack of female role models are two of the most prominent elements that perpetuate this phenomenon.

Historically, models of successful leadership have been marked by characteristics associated with the masculine. Consequently, women in positions of power face an almost impossible duality to balance: conforming to these traditional expectations or facing criticism for not being “feminine enough”.

This narrative, deeply rooted in our cultures, forces many female executives to navigate a space that constantly questions their belonging. The lack of visible female role models in senior positions, then, not only perpetuates stereotypes, but also reinforces the idea that women’s successes are isolated and sometimes exceptional cases.

This is what Santero and Martínez call the “participation gap“. They reveal that a critical mass of at least 30% of women is needed to ensure progress towards parity; between 30% and 15%, parity is in jeopardy; with less than 15%, it becomes practically impossible.

In these structures, unwritten rules, codes and informal networks still predominate and often exclude women. This leads to a sense of isolation and the perception that one’s success depends solely on one’s ability to constantly “prove” one’s worth. The extra effort many women invest in “fitting in” or overcoming these invisible barriers can increase burnout and, at the same time, intensify the sense of imposture.

Collective reflection is crucial: what more can we do – as individuals and as organisations – to ensure that no talent is lost in the noise of self-demands and biases? A more equitable work environment not only benefits those struggling with the syndrome, but enriches organisations by opening the way for authentic and diverse leaders, able to influence and transform from a position of trust and legitimacy. That, surely, is the path to a fairer and more prosperous future.