Title: Understanding Imposter Syndrome Among Kenyan Executives
Introduction
Imposter syndrome, originally described by Clance and Imes (1978), is characterized by a pervasive feeling of self-doubt, inadequacy, and the fear of being exposed as a fraud, despite evident achievements and competence. While the phenomenon has been widely studied in Western contexts, there is a growing recognition of its presence across different cultures, including Africa. Kenyan executives, navigating both local and global business landscapes, may uniquely experience imposter syndrome due to societal, cultural, and economic pressures. However, limited research has been conducted to explore how imposter syndrome manifests among Kenyan executives, how they define it, and the strategies they employ to manage it.
Kenyan executives face numerous challenges, from leading organizations in a dynamic economy to managing expectations from stakeholders, employees, and society. Despite these achievements, anecdotal evidence suggests that many of them experience imposter syndrome. However, it is unclear how these executives conceptualize imposter syndrome, what specific aspects of it they experience, and what interventions they attempt to mitigate its effects. Understanding these experiences is crucial for developing culturally relevant support systems that can improve the well-being and performance of leaders.
The purpose of this study is to explore how Kenyan executives define imposter syndrome, examine the specific aspects they experience, and identify the interventions they have attempted to manage these feelings. This research will provide insight into the prevalence and impact of imposter syndrome in the Kenyan corporate world, offering recommendations for executives, organizations, and executive coaches to support leadership development and mental well-being. To respond to the questionnaire and contribute to this research use this link: https://forms.gle/7NKPGpBvRBb3ZATb7 It will take about 10 minutes.
The specific objectives of this research are:
1. To investigate how Kenyan executives define imposter syndrome in their own context.
2. To identify the different aspects of imposter syndrome experienced by Kenyan executives.
3. To explore the personal, organizational, and external factors that contribute to imposter syndrome among Kenyan executives.
4. To assess the interventions and coping mechanisms Kenyan executives have used to manage imposter syndrome.
5. To provide recommendations for interventions and support systems to address imposter syndrome within the Kenyan corporate sector.
1. How do Kenyan executives define imposter syndrome in their own words?
2. What aspects of imposter syndrome (e.g., self-doubt, fear of failure, etc.) do Kenyan executives experience?
3. What factors (personal, cultural, organizational) contribute to imposter syndrome among Kenyan executives?
4. What interventions have Kenyan executives tried to manage their imposter syndrome, and how effective have these been?
5. How can organizations and executive coaches better support Kenyan executives in managing imposter syndrome?
Please participate in the research by responding to the questionnaire here: https://forms.gle/7NKPGpBvRBb3ZATb7. It will take about 10 minutes.
The study expects to uncover:
- A culturally nuanced understanding of imposter syndrome in the Kenyan corporate context.
- The unique pressures contributing to imposter syndrome among Kenyan executives.
- Effective and ineffective coping strategies employed by executives.
- Recommendations for tailored interventions to address imposter syndrome in Kenya.
This research is important because it will:
- Contribute to the limited literature on imposter syndrome in African contexts, particularly among high-achieving professionals.
- Provide practical insights into the experiences of Kenyan executives, which can be used to inform leadership development programs.
- Highlight the need for tailored interventions that address both the personal and cultural dimensions of imposter syndrome.
- Offer organizations strategies to support their leadership, ultimately improving performance and retention of top talent.
Be a part of this endeavour to generate home grown insights by responding to the questionnaire here: https://forms.gle/7NKPGpBvRBb3ZATb7
Methodology
The research will use an Explanatory Sequential Mixed Methods approach
This approach involves two phases:
- Quantitative Phase (Structured Questionnaire):
- Collect numerical data on the prevalence, severity, and correlates of imposter syndrome among Kenyan executives and founders.
- The results will inform the development of questions for the qualitative phase.
- Qualitative Phase (Thematic Analysis):
- Conduct semi-structured interviews to explore deeper personal experiences, attributions, and coping mechanisms related to imposter syndrome.
- The qualitative findings will explain and enrich the quantitative results.
We will collect anonymized data for both phases.
If you are a Kenyan executive or founder and would like to help us in this endeavour please complete the structured survey here: https://forms.gle/7NKPGpBvRBb3ZATb7
Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, research & practice, 15(3), 241.
Clance, P. R. (1985). The imposter phenomenon: When success makes you feel like a fake. Bantam Books.
Harvey, J. C., & Katz, C. (1985). If I’m so successful, why do I feel like a fake? St. Martin’s Press.
Tashakkori, A., & Teddlie, C. (2010). Mixed methods in social and behavioral research. Sage Publications.
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.