Imposter syndrome is often viewed as something leaders should overcome but new research suggests that feelings of self-doubt can also support leadership development.
The research, conducted by our Durham University Business School, has now been named a finalist in the 2026 Evidence-Leadership Development Award.
It was developed by Durham academic Professor Susanne Braun, Durham PhD graduate Dr Tim Holmes and Professor Ronit Kark, from Bar-Ilan University and the University of Exeter.
It is believed that around 70 per cent of people experience impostor feelings at some point in their lives.
The researchers explored the tension between how leaders see themselves and how others see them.
They describe this as a "leader impostorism paradox mindset".
It encourages leaders to navigate seemingly contradictory views of themselves in a constructive way.
Dr Tim Holmes said:
"Many people assume that feeling like an impostor is something leaders need to overcome.
"Our work suggests that these feelings can be a normal part of leadership development.
"The exercise helps leaders recognise that both confidence and self-doubt have value, and that moving between them is often part of becoming an effective leader."
The research is based on a teaching exercise called the "Two Islands" exercise, which has been delivered on Durham University's MBA programme since 2023.
It helps leaders explore feelings of impostor syndrome in a structured and supportive environment.
Participants reflect on two metaphorical islands: "Impostor Island" and "Deserving Leader Island".
Through reflection, group activities and discussion, they examine the benefits and challenges associated with each perspective.
Participants associated "Deserving Leader Island" with confidence, achievement and leadership success.
However, they also identified drawbacks including pressure, burnout and the expectation to have all the answers.
In contrast, "Impostor Island" was linked to self-doubt and uncertainty.
Participants also recognised positive qualities including humility, self-awareness, openness to learning, and stronger connections with others.
The findings suggest that leadership development is not about eliminating impostor feelings.
Instead, moving between the two islands can be a normal and valuable part of a leader's development journey.
The researchers hope the exercise will continue to be adopted by educators worldwide, helping leaders recognise that confidence and self-doubt are not always opposing forces.
Infographic: From leader impostorism to leadership growth: navigating two islands. Evidence based individual and collective leadership development
An MBA cohort who attended the impostor syndrome workshop
MBA student, Shahzade Alam and team present their findings during their workshop
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