The feeling that it is not qualified enough for a job, however, it somehow managed to pass the cracks without anyone noticing, known as the Impitor syndrome. The cunning form of doubt can appear in occupations (and even out of work). But although it was once thought that Importor syndrome impact women at higher rates than men, a new study revitalizes work environments, not an individual genre, they can really be feeding the phenomenon.
The investigation, which was published in Social Psychology and Personality ScienceoneThey included six experimental studies on how competitive work environments can make an employee feel an impostor. The researchers surveyed employees about how competitive their work environment was, while collecting information about age, gender, educational level, experience level and how competitive their personalities were.
The researchers found that the employees were more likely to admit that they felt as impostors when they worked for an organization that emphasized the competition in cooperation. Similarly, those who expressed feelings of impostor syndrome were also more likely to compare themselves to colleagues who were working better than them.
Previous investigations have suggested that women have higher rates of impairment syndrome. However, although women may still experience gender discrimination at work, new research rejects the idea that impostor syndrome is inherently feminine. “Our findings kill this gender perspective, since we do not find evidence that women report higher levels of impostorism and/or that competitive work climate impacts differently the imposorism of men versus women,” the researchers wrote.
Impoters syndrome is not just a minor discomfort for those who experience it, it can seriously affect mental health. The feeling of not being able, qualified or good enough, can cause anxiety, depression, exhaustion, as well as the inability to even enjoy the successes gained with so much effort at work.
The report requested workplaces prone to the fossa impostor syndrome in employees to examine their practices, choosing cooperation and inclusion on a competitive culture, instead of blaming employees who do not feel good enough.