Leaders’ Imposter Thoughts and Leaders’ Innovative Behavior: A Gender Perspective

Abstract

Purpose: In this paper, we explore the connection between leaders’ imposter thoughts and their innovative behavior, especially considering the moderating role of gender. With regards to the hospitality sector of Pakistan, this study employs social cognitive theory to analyze how self-perceived inadequacies influence innovation.

Methods: The surveys were conducted on 232 members of hotel staff who were purposively sampled. This study was anchored in moderation analysis with regression techniques being used to evaluate the assumed relationships.

Findings: Results show that leader’s imposter thoughts correlate positively with their innovative behavior. In addition, it also emerged as a gendered phenomenon where female leaders were found to have a stronger relationship than male leaders.

Implications: Secondary findings suggest that while leading females strive for innovation and exceptional performance, misgivings about their competencies could stem from deeply ingrained stereotypes about women in positions of leadership. Therefore, organizations need to confront the notion of “imposter syndrome” by considering its potential upside, serving as a stimulus towards enhancing productivity with respect to stereotype-threatened demographics.