The Impact of a Leader’s Imposter Thoughts on Innovative Work Behavior with the Moderation of Power Distance

Hassan Bin Haroon; Rabeeya Raoof; Muhammad Arshad

doi:10.62270/jirms.v6i1.113

Authors

Hassan Bin Haroon Ph.D. Scholar, Lahore Business School, University of Lahore Department of Business Administration, Faculty of Management Sciences, International Islamic University, Islamabad https://orcid.org/0009-0001-6060-2885
Rabeeya Raoof Professor Lahore Business School, University of Lahore https://orcid.org/0000-0001-6949-3489
Muhammad Arshad Associate Professor Lahore Business School, University of Lahore https://orcid.org/0000-0001-7105-8523

DOI:

https://doi.org/10.62270/jirms.v6i1.113

Keywords:

Imposter syndrome, innovative work behavior, power distance, leadership, organizational culture

Abstract

Purpose—This study investigates the impact of a leader’s internal imposter thoughts on their innovative work behavior, particularly examining how power distance impacts this relationship. Using social-cognitive theory as a foundation, this research studies whether the associated self-doubt and fear of an impostor singer deny or foster a leader’s ideation capabilities.

Design/methodology/approach—In total, 318 luxury hotel department heads located in Pakistan participated in the study. A cross-sectional design was employed, utilizing surveys to collect data. The study measured the direct relationship of innovation with impostor thoughts and also examined the moderation effect of power distance.

Findings—Results show that impostor thoughts positively predict leaders’ innovative behaviors. It appears that overcompensating for self-doubt through problem-solving is common amongst leaders, but strong power distance weakens this relationship, suggesting that highly hierarchical structures dampen innovation induced by feelings of impostorism.

Practical Implications—Above all, results demonstrate that context matters when dealing with outcomes triggered by impostor syndrome. Organizations are encouraged to introduce more horizontal and participative cultures to mitigate the negative emotional consequences linked to impostor thoughts while enhancing innovation from their leaders through supportive mentoring frameworks about leadership dynamics.”

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