In search for authentic leaders

Imposter syndrome or just an imposter

Datos Bibliográficos

ID21652264
AutoresJoel Montgomery (Kent Business School, University of Kent , ,), Joel John Wark Montgomery (0000-0001-6567-4178, Kent State University), Trevor Gerhardt (0000-0002-4478-4594, Kent Business School, University of Kent , ,)
Año2026
Volumen29
Número2
Páginas238-263
Fecha de publicación2026-05-13
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaInternational Journal of Organization Theory and Behavior (JOURNAL)
Identificadores de la revistaISSN: 1093-4537 • E-ISSN: 1532-4273
EditorialEmerald (PUBLISHER)
DOI10.1108/ijotb-03-2025-0059
OpenAlexW4414531609
IdiomaEN
Referencias citadas176

Purpose This paper explores the concept of strategic imposterism, a phenomenon in which individuals deliberately adopt imposter-like tendencies to gain power, deflect accountability, or manage expectations. This distinction is crucial within the understanding of leadership, workplace culture, and organisational dynamics. Design/methodology/approach To better understand authenticity the design contrasted a conceptual review of the imposter phenomenon with a narrative review of strategic imposterism, dysfunctional/toxic leadership and the Dark Triad. By mapping these contrasting key factors and concepts, the paper provides a novel theoretical contribution to leadership studies and offers practical insights for fostering authenticity within professional environments. Findings The conceptual review establishes a comprehensive framework for understanding the factors, identifying key factors (or descriptors), contributing to the imposter phenomenon and strategic imposter among organisational team members and leaders. Further, it broadens the discourse on the imposter phenomenon by emphasising that organisations not only harbour individuals who perceive themselves as imposters but also accommodate strategic imposters. This distinction sheds light on a novel conceptual understanding of organisational dynamics. Practical implications Delineating distinct factors and behaviours associated with both imposter phenomenon and strategic imposters, provides valuable insights for managing and supporting distinct employee profiles. Originality/value The comprehensive conceptual review of the concepts enriches the understanding of the factors influencing the imposter phenomenon within modern organisational contexts; it adds insights into strategic imposterism, impression management and self-presentation techniques and how they relate to professional development, professionalism and the feedback processes, and our authentic conceptual map can aid the management of employee profiles within the workplace and teams

Conceptual framework · Conceptual model · Narrative · Phenomenon · Strategic management · The Conceptual Framework · Job Satisfaction and Organizational Behavior · Perfectionism, Procrastination, Anxiety Studies · Personality Traits and Psychology