Why Impostor Syndrome Might Be Awesome
Charles Darwin once said, “Ignorance more frequently begets confidence than does knowledge.” In other words, people who know little often appear more confident than those who are more informed. This observation connects with two important psychological phenomena: the Dunning-Kruger Effect and impostor syndrome. I find this particularly interesting because most would likely suggest that both are obstacles in our personal and professional lives. However, Contrastive Inquiry suggests otherwise. In fact, contrastive inquiry suggests that both the Dunning-Kruger Effect and impostor syndrome can provide us with strategic advantages when approached with the right mindset.
Understanding the Duality of Doubt and Confidence
Most people know the Dunning-Kruger Effect as the demonstration of how individuals with limited knowledge overestimate their abilities. That’s true. However, we have to remember that it has two sides. It also demonstrates how people with more extensive knowledge often underestimate themselves. This part closely mirrors impostor syndrome while echoing Darwin’s words. Impostor syndrome occurs when high-achieving individuals doubt their abilities despite clear evidence of competence. I would argue that imposter syndrome and the second side of the Dunning-Kruger Effect happen precisely because of the knowledge one has.
I say that because the deeper someone’s understanding of a subject, the more aware they become of what they don’t know. It is sort of like what Socrates once said, “The only true wisdom is in knowing you know nothing.” The trick is that you have to know something to understand that you don’t know everything. The interesting thing is that this heightened awareness of unexamined information can lead to self-doubt, even though, in reality, it often reflects extensive examination of the information available. For leaders, this paradox is particularly important because it shows us how doubt can be both a burden and a strength.
Leadership and the Value of Self-Doubt
Leadership involves navigating uncertainty, solving complex problems, and making decisions with incomplete information. On the surface, self-doubt might seem like a problem here. However, more often than not, leaders who recognize gaps in their knowledge are often more cautious and deliberate. That’s a great thing! And while self-doubt may feel uncomfortable, it can actually sharpen our focus while strongly encouraging a commitment to learning. This combination usually increases accuracies, efficiencies, and consistencies toward the chosen goal.
Objectively, self-doubt offers leaders several advantages:
- Curiosity and Growth: Doubt motivates leaders to seek new information and expand their understanding.
- Collaborative Problem-Solving: Acknowledging limitations fosters teamwork and encourages input from others.
- Balanced Decision-Making: Awareness of knowledge gaps reduces the risk of overconfidence.
- Proof and Guidance: The feelings associated with undervaluing and doubting ourselves are sometimes clear evidence that we actually know enough to know that we should think harder and be more strategic and deliberate in our decision-making.
In contrast, overconfidence, often seen in those with limited understanding, can result in hasty decisions, resistance to feedback, and stagnation. These are typically not great leadership qualities or outcomes. Remember that while leaders need to make bold and confident decisions, they must do so in a methodical and strategic way.
The Paradox of Real Expertise
True expertise carries an interesting paradox: the more you know, the more you realize how much remains unknown. For leaders, this realization can feel like a scary burden. If this is you, just know that your emotions are a little misleading here. Don’t fear the situation – respect it! I would argue that you should think of these emotional tugs as your “spidey sense.” Not only are they telling you to be more methodical, but they are also pushing you to better outcomes.
Real expertise requires us to be perpetual students. This requires us to humble ourselves in the face of knowledge. The reward is that leaders who view themselves as perpetual students are better equipped to adapt, improve, and lead effectively. Perhaps this is why having a mentor can be so powerful: we must identify and submit to someone we recognize as more knowledgeable.
The reward is awesome either way. Consider this: A leader who feels like an impostor often works harder to fill gaps in their knowledge. This humility strengthens their decision-making abilities, builds trust with their teams, and enhances long-term outcomes. By contrast, leaders who fail to recognize their own limitations are more likely to make decisions based on ego and incomplete assumptions—a recipe for failure. My advice is to choose what you value very carefully.
Turning Impostor Syndrome Into an Asset
Impostor syndrome doesn’t have to be a weakness. Leaders can use it to their advantage by:
- Reframing Doubt: Try very hard to see self-doubt as a sign of growth rather than a flaw. If you can, you will be rewarded every day!
- Focusing on Evidence: Rely on measurable outcomes and feedback rather than emotions to evaluate performance. Then, trust the facts you find, and remember that those facts don’t care about your feelings.
- Building Strong Teams: Surround yourself with capable individuals who can complement your strengths and fill knowledge gaps. A mentor works great here! Having a mentee is helpful as well.
- Embracing Lifelong Learning: Stay adaptable and committed to continuous improvement. Be the one that learns something new every day.
Final Thoughts
Darwin’s insight demonstrates an essential truth about leadership: confidence isn’t always an indicator of competence. The science of leadership seems to support this. Either way, the paradox of doubt and expertise reveals that the best leaders are those who remain curious, humble, and open to learning while still being able to overcome the emotional tugs trying to hold them back.
I believe that impostor syndrome, while uncomfortable, can actually serve as a sign of growth and competence. Leaders who embrace their doubts, stay grounded in evidence, and commit to ongoing learning are simply better equipped to lead effectively. The true challenge is becoming comfortable with the feelings associated with knowledge acquisition. Perhaps that is both a skill and a virtue. Either way, I would argue that it’s also relatively rare.
In the end, great leadership isn’t about knowing everything—it’s about recognizing there’s always more to learn, always ways to improve, and always things that can be changed for the better. This mindset transforms doubt from a liability into one of the most powerful tools for personal and professional growth. Keep learning and let that feeling fester. Let it inform your cautions, but take heart and know that you probably know something about the problems you face.
Conversely, if you’re fairly confident that you’ve learned it all, then it also means you feel that you don’t have anything else to learn. Change is constant and forever, and this includes information. Unfortunately, you might never know what information changed because your overconfidence will also keep you from the desire to learn those new things, which will directly result in your stagnation and decline.
Always be mindful of what you might have missed.
Learn how leaders are particularly susceptible to the negative side of the Dunning-Kruger Effect.