SpringerLink
Log in

Coaching the Imposter: Develo** Emerging Leaders as They Negotiate Identity and Imposter Concerns

  • Chapter
  • First Online:
HRD Perspectives on Developmental Relationships

Abstract

Emerging leaders may encounter difficulty in constructing, develo**, and integrating a positive leader identity due to Imposter Phenomenon (IP), which induces feelings of self-doubt that can make them feel incompetent and that their success is unearned. In this study, we explored how coaching can be used as a developmental intervention to help emerging leaders explore the ongoing negotiation of self-concept and help assuage imposter cognitions. Our mixed-method multiple case study sought to answer the overarching research question: If, and in what ways did participation in a coaching intervention influence participant’s leader identity and imposter cognitions? The purpose of this study was to determine how leadership coaching might influence and shape leadership identity, and to discover the ways IP can be mitigated as part of the coaching developmental relationship. We were additionally interested in finding effective strategies coaches employ to develop a positive leadership identity. We captured the experiences of five (5) participants in a leadership development program where they received a coaching intervention. Data collection included pre and post assessments of IP experiences and a post-intervention interview. Findings across the cases illustrate that coaching, as a developmental approach is effective at hel** leaders reframe negative reactions to imposter-like situations as well as assist imposter-prone leaders to become more open to interpreting performance feedback and enhance leader identity. The findings offer implications for emerging leaders in making progress on imposter cognitions, and for coaches to recognize and add strategies to address self-concept and cognitive schema reframing.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Subscribe and save

Springer+ Basic
EUR 32.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or Ebook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 149.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 199.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free ship** worldwide - see info
Hardcover Book
USD 199.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free ship** worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

References

  • Bachkirova, T., & Cox, E. (2007). A cognitive developmental approach for coach development. In S. Palmer & A. Whybrow (Eds.), Handbook of coaching psychology: A guide for practitioners (pp. 325–350).

    Google Scholar 

  • Bachkirova, T., & Clutterbuck, D., & Cox, E. (2014). The complete handbook of coaching. Sage.

    Google Scholar 

  • Badawy, R. L., Gazdag, B. A., Bentley, J. R., & Brouer, R. L. (2018). Are all impostors created equal? Exploring gender differences in the impostor phenomenon-performance link. Personality and Individual Differences,131, 156–163.

    Article  Google Scholar 

  • Bernard, D. L., Hoggard, L. S., & Neblett, E. W., Jr. (2018). Racial discrimination, racial identity, and impostor phenomenon: A profile approach. Cultural Diversity & Ethnic Minority Psychology,24, 51–61.

    Article  Google Scholar 

  • Bogdan, R. C., & Biklen, S. K. (2007). Qualitative research for education: An introduction to theory and methods (5th ed.). Boston, Allyn & Bacon.

    Google Scholar 

  • Brown, A. D. (2015). Identities and identity work in organizations. International Journal of Management Reviews,17, 20–40.

    Article  Google Scholar 

  • Brown, J. C. (2019). Exploring barriersand motivators on the career paths of African American women in executive leadership in nonprofit organizations(Doctoral dissertation, University of La Verne).

    Google Scholar 

  • Calvard, T. (2018). Impostor syndrome as a way of understanding gender and careers. Edward Elgar Publishing.

    Book  Google Scholar 

  • Carey, W., Philippon, D. J., & Cummings, G. G. (2011). Coaching models for leadership development: An integrative review. Journal of Leadership Studies,5(1), 51–69.

    Article  Google Scholar 

  • Carlson, T. D., & Erickson, M. J. (2001). Honoring and privileging personal experience and knowledge: Ideas for a narrative therapy approach to the training and supervision of new therapists. Contemporary Family Therapy,23(2), 199–220.

    Article  Google Scholar 

  • Carter, A. D. (2018). Action earning coaching: A practical model for novice and emergent leader development. In T. A. Maptose (Ed.) Cross-disciplinary approaches to action research and action learning (pp. 40–61). IGI Global.

    Google Scholar 

  • Carr, A. (1998). Michael White’s narrative therapy. Contemporary Family Therapy,20(4), 485–503.

    Article  Google Scholar 

  • Casad, B. J., & Bryant, W. J. (2016). Addressing stereotype threat is critical to diversity and inclusion in organizationalpsychology. Frontiers in Psychology, 7, 8.

    Google Scholar 

  • Clance, P. R. (1985). The impostor phenomenon: When success makes you feel like a fake (pp. 20–22). Bantam Books.

    Google Scholar 

  • Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3).

    Google Scholar 

  • Clance, P. R., & O’Toole, M. A. (1987). The imposter phenomenon: An internal barrier to empowerment and achievement. Women & Therapy,6(3), 51–64.

    Google Scholar 

  • Clutterbuck, M. D., Megginson, M. D., & David, M. S. (2013). Beyond goals: Effective strategies for coaching and mentoring. Routledge.

    Google Scholar 

  • Cokley, K., Smith, L., Bernard, D., Hurst, A., Jackson, S., Stone, S., Awosogba, O., Saucer, C., Bailey, M., & Roberts, D. (2017). Impostor feelings as a moderator and mediator of the relationship between perceived discrimination and mental health among racial/ethnic minority college students. Journal of Counseling Psychology,64(2).

    Google Scholar 

  • Cox, E. (2013). Coaching understood: A pragmatic inquiry into the coaching process. International Journal of Sports Science & Coaching,8(1), 265–270.

    Article  Google Scholar 

  • Cremona, K. (2010). Coaching and emotions: An exploration of how coaches engage and think about emotion.Coaching: An International Journal of Theory, Research and Practice, 3(1), 46–59.

    Google Scholar 

  • Creswell, J. W., & Plano Clark, V. L. (2011). Designing and conducting mixed methods research (2nd ed.). Sage.

    Google Scholar 

  • Cruess, R. L., Cruess, S. R., Boudreau, J. D., Snell, L., & Steinert, Y. (2015). A schematic representation of the professional identity formation and socialization of medical students and residents: A guide for medical educators. Academic Medicine,90(6), 718–725.

    Article  Google Scholar 

  • Day, D. V., Harrison, M. M., & Halpin, S. M. (2009). An integrative approach to leader development: Connecting adult development, identity, and expertise. Psychology Press.

    Google Scholar 

  • DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identityconstruction in organizations. Academy of Management Review, 35(4), 627–647.

    Google Scholar 

  • DeRue, D. S., Ashford, S. J., & Cotton, N. C. (2009). Assuming the mantle: Unpacking the process by which individuals internalize a leader identity. In L. M. Roberts & J. E. Duntton (Eds.), Organization and management series. Exploring positive identities and organizations: Building a theoretical and research foundation (pp. 217–236). Routledge/Taylor & Francis Group.

    Google Scholar 

  • Downing, M. S., Arthur-Mensah, N., & Zimmerman, J. (2020). Impostor phenomenon: Considerations for leadership practice. International Journal of Organization Theory & Behavior,23(2), 173–187.

    Article  Google Scholar 

  • Dubois, A., & Gibbert, M. (2010). From complexity to transparency: Managing the interplay between theory, method and empirical phenomena in IMM case studies. Industrial Marketing Management,39(1), 129–136.

    Article  Google Scholar 

  • Ellinger, A. D., & Kim, S. (2014). Coaching and human resource development examining relevant theories, coaching genres, and scales to advance research and practice. Advances in Develo** Human Resources,16(2), 127–138.

    Article  Google Scholar 

  • Erikson, E. H. (1994). Identity and the life cycle. W.W Norton & Company.

    Google Scholar 

  • Eriksen, M. (2012). Facilitating authentic becoming. Journal of Management Education,36, 698–736.

    Google Scholar 

  • Fazio, R. H., Effrein, E. A., & Falender, V. J. (1981). Self-perceptions following social interaction. Journal of Personality and Social Psychology,41(2), 232.

    Article  Google Scholar 

  • Gibson, C. B. (2017). Elaboration, generalization, triangulation, and interpretation: On enhancing the value of mixed method research. Organizational Research Methods,20(2), 193–223.

    Article  Google Scholar 

  • Guillén, L., Mayo, M., & Korotov, K. (2015). Is leadership a part of me? A leader identity approach to understanding the motivation to lead. The Leadership Quarterly,26(5), 802–820.

    Article  Google Scholar 

  • Green, C., & Fabris McBride, J. (2015). Teaching leadership: Case-in-point, case studies and coaching. KLC Press.

    Google Scholar 

  • Hammond, M., Clapp-Smith, R., & Palanski, M. (2017). Beyond (just) the workplace: A theory of leader development across multiple domains. Academy of Management Review,42(3), 481–498.

    Article  Google Scholar 

  • Haynor, P. (1994). The coaching, precepting, and mentoring roles of the leader within an organizational setting. Holistic Nurse Practitioner,9(1), 31–40.

    Article  Google Scholar 

  • Hellman, C. M., & Caselman, T. D. (2004). A psychometric evaluation of the Harvey Imposter Phenomenon Scale. Journal of Personality Assessment,83(2), 161–166.

    Article  Google Scholar 

  • Hiller, N. J. (2005). An examination of leadership beliefs and leadership self-identity: Constructs, correlates, and outcomes(Doctoral dissertation, Pennsylvania State University). Electronic Theses and Dissertation for Graduate School. https://etda.libraries.psu.edu/files/final_submissions/4625

  • Hoang, Q. (2013). The impostor phenomenon: Overcoming internalized barriers and recognizing achievements. The Vermont Connection, 34(6), 42–51. https://scholarworks.uvm.edu/tvc/vol34/iss1/6

  • Housee, S., & Richards, E. (2011). And still we rise: Stories of resilience and transgression. Enhancing Learning in the Social Sciences,3(3), 1–22.

    Article  Google Scholar 

  • Hutchins, H. M. (2015). Outing the imposter: A study exploring imposter phenomenon among higher education faculty. New Horizons in Adult Education and Human Resource Development,27(2), 3–12.

    Article  Google Scholar 

  • Hutchins, H. M., Penney, L. M., & Sublett, L. W. (2018). What imposters risk at work: Exploring imposter phenomenon, stress co**, and job outcomes. Human Resource Development Quarterly,29(1), 31–48.

    Article  Google Scholar 

  • Ibarra, H., & Barbulescu, R. (2010). Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro work role transitions. Academy of Management Review,35(1), 135–154.

    Google Scholar 

  • Ibarra, H., Snook, S., & Guillen Ramo, L. (2010). Identity-based leader development. Handbook of Leadership Theoryand Practice, 657, 678.

    Google Scholar 

  • Jackson, E. R. (2018). Leadership impostor phenomenon: A theoretical causal model. Emerging Leadership Journeys,11(1), 74–85.

    Google Scholar 

  • Jean-Marie, G., Williams, V. A., & Sherman, S. L. (2009). Black women’s leadership experiences: Examining the intersectionality of race and gender. Advances in Develo** Human Resources,11(5), 562–581.

    Article  Google Scholar 

  • Joo, B. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review,4(4), 462–488.

    Article  Google Scholar 

  • Judge, T. A., & Cable, D. M. (1997). Applicant personality, organizational culture, and organization attraction. Personnel Psychology,50(2), 359–394.

    Article  Google Scholar 

  • Kreiner, G. E., Hollensbe, E. C., & Sheep, M. L. (2006). On the edge of identity: Boundary dynamics at the interface of individual and organizational identities. Human Relations,59(10), 1315–1341.

    Article  Google Scholar 

  • Kumar, S., & Jagacinski, C. M. (2006). Imposters have goals too: The imposter phenomenon and its relationship to achievement goal theory. Personality and Individual Differences,40(1), 147–157.

    Article  Google Scholar 

  • Kuna, S. (2019). All by myself? Executives’impostor phenomenon and loneliness as catalysts for executive coaching with management consultants. The Journalof Applied Behavioral Science, 55(3), 306–326.

    Google Scholar 

  • Ladge, J., Eddleston, K. A., & Sugiyama, K. (2019). Am I an entrepreneur? How imposter fears hinder women entrepreneurs’ business growth. Business Horizons,62(5), 615–624.

    Article  Google Scholar 

  • Lemler, R. P. (2013). Rethinking organizational leader identity development: A social network and ethnographic approach (Doctoral dissertation, Columbia University). https://doi.org/10.7916/D8542VX5

  • Lord, R. G., & Hall, R. J. (2005). Identity, deep structure, and the development of leadership skill. The Leadership Quarterly,16(4), 591–615.

    Article  Google Scholar 

  • Maile, E., McKimm, J., & Till, A. (2019). Exploring medical leader identity and its formation. Leadership in Health Services,32(4), 584–599.

    Article  Google Scholar 

  • McAlister, A., Lee, D., Ehlert, K. M., Kajfez, R. L., Faber, C. J., & Kennedy, M. S. (2017, June). Qualitative coding: An approach to assess inter-rater reliability. In American society for engineering education (pp. 5–9).

    Google Scholar 

  • McGregor, L. N., Gee, D. E., & Posey, K. E. (2008). I feel like a fraud and it depresses me: The relation between the imposter phenomenon and depression. Social Behavior and Personality: An International Journal,36(1), 43–48.

    Article  Google Scholar 

  • Megginson, D. (2014). Goal-focused coaching: Theory and practice. Action Learning: Research and Practice,11(2), 243–245. https://doi.org/10.1080/14767333.2014.909236

    Article  Google Scholar 

  • Mezirow, J. (1991). Transformative dimensions of adult learning. Jossey-Bass.

    Google Scholar 

  • Miscenko, D., Guenter, H., & Day, D. V. (2017). Am I a leader? Examining leader identity development over time. The Leadership Quarterly,28(5), 605–620.

    Article  Google Scholar 

  • Neureiter, M., & Traut-Mattausch, E. (2017). Two sides of the career resources coin: Career adaptability resources and the impostor phenomenon. Journal of Vocational Behavior,98, 56–69.

    Article  Google Scholar 

  • Nicholson, H., & Carroll, B. (2013). Identity undoing and power relations in leadership development. Human Relations,66(9), 1225–1248.

    Article  Google Scholar 

  • Northouse, P. G. (2016). Leadership: Theory and practices. Sage.

    Google Scholar 

  • Passmore, J. (2007). An integrative model for executive coaching. Consulting Psychology Journal: Practice and Research,59(1), 68.

    Article  Google Scholar 

  • Patton, M. Q. (2002). Qualitative evaluation and research methods (3rd ed.). Thousand Oaks, CA: Sage Publications,Inc.

    Google Scholar 

  • Petriglieri, G., & Petriglieri, J. L. (2010). Identity workspaces: The case of business schools. Academy of Management Learning & Education,9(1), 44–60.

    Google Scholar 

  • Pillen, M. T., Den Brok, P. J., & Beijaard, D. (2013). Profiles and change in beginning teachers’ professional identity tensions. Teaching and Teacher Education,34, 86–97.

    Article  Google Scholar 

  • Price, A. (2009). Using coaching interventions to develop clinical skills. Nursing Standard,23(44), 48–55.

    Google Scholar 

  • Ross, S. R., Stewart, J., Mugge, M., & Fultz, B. (2001). The imposter phenomenon, achievementdispositions, and the five-factor model. Personality and Individual Differences, 31, 1347–1355.

    Google Scholar 

  • Schein, E. H. (1985). Organizational culture and leadership. Jossey-Bass.

    Google Scholar 

  • Sinclair, A. (2011). Being leaders: Identities and identity work in leadership. In The Sage Handbook of Leadership (pp. 508–517).

    Google Scholar 

  • Steele, C. M., & Aronson, J. (1995). Stereotype threat and the intellectual test performance of African Americans. Journal ofPersonality and Social Psychology, 69(5), 797.

    Google Scholar 

  • Stewart, L. J., Palmer, S., Wilkin, H., & Kerrin, M. (2020). Toward a model of coaching transfer: Operationalizing coaching success and the facilitators and barriers to transfer. Coaching Researched: A Coaching Psychology Reader, 379–407.

    Google Scholar 

  • Tsang, E. W. (2014). Generalizing from research findings: The merits of case studies. International Journal of Management Reviews,16(4), 369–383.

    Article  Google Scholar 

  • Van Oosten, E. B., McBride-Walker, S. M., & Taylor, S. N. (2019). Investing in what matters: The impact of emotional and social competency development and executive coaching on leader outcomes. Consulting Psychology Journal: Practice and Research,71(4), 249.

    Article  Google Scholar 

  • Vaughn, A. R., Taasoobshirazi, G., & Johnson, M. L. (2020). Impostor phenomenon and motivation: Women in higher education. Studies in Higher Education,45(4), 780–795.

    Article  Google Scholar 

  • Vergauwe, J., Wille, B., Feys, M., De Fruyt, F., & Anseel, F. (2015). Fear of being exposed: The trait-relatedness of the impostor phenomenon and its relevance in the work context. Journal of Business and Psychology,30(3), 565–581.

    Google Scholar 

  • Vitoria, C. (2020). Experiential supervision: Healing imposter phenomenon from the inside out. The Clinical Supervisor, 1–18. https://doi.org/10.1080/07325223.2020.1830215

  • Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorizing from case studies: Towards a pluralist future for international business research. Journal of International Business Studies,42(5), 740–762.

    Article  Google Scholar 

  • Wildflower, L. (2020). Transcending the ordinary. In T. H. Hildebrandt, F. Campone, K. Norwood, & E. Ostrowski (Eds.), Innovations in leadership coaching (pp. 16–35). Fielding Graduate University.

    Google Scholar 

  • Yin, R. K. (2018). Case study research and applications. Sage.

    Google Scholar 

  • Zanchetta, M., Junker, S., Wolf, A. M., & Traut-Mattausch, E. (2020). “Overcoming the fear that haunts your success”—The effectiveness of interventions for reducing the impostor phenomenon. Frontiers in Psychology, 11(Article 405), 1–15.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Educational and Organizational Leadership Development Department, Clemson University, Clemson, SC, USA

    Angela D. Carter, Cynthia M. Sims & Maurice Williams Jr.

  2. University of North Texas, Denton, TX, USA

    Holly M. Hutchins

Authors
  1. Angela D. Carter
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Cynthia M. Sims
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Holly M. Hutchins
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Maurice Williams Jr.
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Angela D. Carter .

Editor information

Editors and Affiliations

  1. Drexel University, Media, PA, USA

    Rajashi Ghosh

  2. University of North Texas, Denton, TX, USA

    Holly M. Hutchins

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Carter, A.D., Sims, C.M., Hutchins, H.M., Williams Jr., M. (2022). Coaching the Imposter: Develo** Emerging Leaders as They Negotiate Identity and Imposter Concerns. In: Ghosh, R., Hutchins, H.M. (eds) HRD Perspectives on Developmental Relationships. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-85033-3_4

Download citation

Publish with us

Policies and ethics

Search

Navigation