Leader imposterism is all too common in organizations today. Leader’s belief that their attributes, experiences, and skills are inadequate for their leadership position can be detrimental to both their performance and well-being. Ronit Kark, Alyson Meister and Kim Peters share what they have learned during their investigations into the phenomenon, including factors that make leaders prone to imposterism, what triggers leader imposter experiences and what organizations can do to address the problem. Learn more at #IbyIMD: https://bit.ly/3KiW34X #IMDImpact
I really liked this article, and agree it taps into a major, unspoken issue in organizations today as we seek to 'follow the Leader'. I think the 'Big Shoes to Fill' is a particularly challenging aspect, as it places immediate expectations on a new leader, but are based on the results of a previous leader's entire service period. The 'How to address this' solutions are excellent, and I particularly like #3. Imposterism exists because we assume and enlarge the expectations of the team... an inclusive culture brings walls down and allows new leaders a climate to engage the team directly and learn the team's actual expectations are aligned with their strengths (ie. the reason they were placed in the role).
Jodi Rilot thought you might find this interesting.
Fake it though you've made it!!
Thanks IMD ! Super interesting. We have seen it so often when working with executives.
Organizational Psychologist, Full Professor Bar-Ilan & Exeter University; Board: Studio of Her Own, WomenPic, EqualWork.
2yGreat to see this work out in IMD - after published in JOM!! It is an important piece for leaders and even more so for women and other minority groups. ho[e it will arise much interest