Behind confident presentations, team discussions, and day-to-day workplace interactions, many employees are quietly questioning whether they are as capable as others believe. Nearly half of employees report experiencing impostor feelings at work, according to a new national survey of more than 1,000 full-time US workers. The research found that 43 percent of respondents experience self-doubt in their roles, while 66 percent feel pressure to appear more confident or knowledgeable than they actually are.
The findings point to what researchers describe as “confidence theater,” a workplace dynamic in which uncertainty is concealed to meet expectations of competence. While the survey examined workers across industries, the workplace conditions it identifies may also affect scientific organizations, where technical complexity, evolving technologies, and performance expectations are common.
Impostor syndrome at work refers to persistent self-doubt or feelings of inadequacy despite demonstrated competence or achievement. In professional environments, it often develops when employees believe confidence is expected even during periods of learning or transition.
As Jasmine Escalera, career expert at MyPerfectResume, which conducted the survey, explains, “Impostor syndrome isn’t a lack of ability; it’s often a response to workplace environments that reward certainty and visibility over learning and honesty.”
Workplace confidence pressure drives impostor syndrome at work
Survey findings suggest that impostor syndrome is influenced more by organizational conditions than by individual capability. Nearly three-quarters of respondents cited pressure or comparison as drivers of self-doubt, including high expectations from management, comparisons with high-achieving peers, and personal perfectionism.
Additional contributors included limited feedback or recognition and rapidly changing job demands. Only 25 percent of workers reported not experiencing self-doubt at work. These findings reinforce the role workplace confidence pressure plays in shaping employee perceptions of competence and readiness.
Comparable pressures may arise in laboratory settings, where staff must manage complex instrumentation, regulatory requirements, and evolving methodologies. When expectations remain high while feedback is inconsistent, employees may struggle to accurately assess their performance or readiness for new responsibilities.
Behavioral responses to self-doubt may affect performance
Employees experiencing impostor syndrome at work rarely disengage. Instead, the survey found they often adjust their behavior in ways that increase stress or reduce visibility.
Common responses included:
- Overworking or minimizing achievements (56 percent)
- Internal doubt and comparison (45 percent)
- Pulling back from opportunities or visibility (33 percent)
- Seeking reassurance from colleagues or managers (19 percent)
In laboratory environments, these behaviors could influence workload distribution, training progression, and professional development. Overwork and perfectionism can contribute to fatigue, while hesitation to take on new responsibilities may slow skill development or leadership readiness.
Leadership transparency influences workplace confidence
Leadership behavior emerged as a significant factor shaping workplace confidence pressure. Sixty-five percent of respondents said leaders rarely or never discuss their own doubts or mistakes, while only 35 percent reported leaders addressing these topics occasionally.
Leadership transparency can affect how employees interpret uncertainty. When leaders acknowledge challenges or learning experiences, it may normalize uncertainty as part of professional growth rather than a sign of incompetence.
In scientific organizations, where troubleshooting and iteration are inherent to research and testing processes, leadership modeling of learning behaviors may support stronger collaboration, communication, and team engagement.
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Career impacts and organizational implications
The survey also identified measurable career effects associated with impostor syndrome at work. Fifty-eight percent of workers said self-doubt had negatively affected their career growth, and seven percent reported declining major opportunities as a result.
For organizations that depend on specialized expertise, including laboratories, these dynamics may influence talent development and succession planning. When capable employees hesitate to pursue advancement opportunities, organizations risk losing potential leaders and technical expertise.
The findings highlight management considerations for technical teams, including the importance of feedback, recognition, and transparent leadership in shaping workplace confidence.
This article was created with the assistance of Generative AI and has undergone editorial review before publishing.
