A Qualitative Study: Exploring the Influence of Impostor Syndrome on the Leadership Experiences and Career Trajectories of Latina Leaders in California Public Higher Education

Abstract

Latinas are underrepresented in top level leadership positions in higher education, comprising a small fraction of the 5% of women of color who serve as college and university presidents. Recent data revealed that the number of Latinas in senior-level leadership positions decreased, signaling a concerning downward trend. While much research has been done on the gender gap in leadership and the barriers that women collectively face as administrators which prevent advancement in leadership, limited research has examined the leadership experiences of Latinas. While at least one study on Latinas found a connection between institutional challenges experienced by Latinas and feelings of self-doubt, further research has yet to explore the impact of self-doubt, or impostor feelings, on the leadership experiences of Latinas.

This qualitative study aimed to explore the influence of impostor syndrome on the leadership experiences and career trajectories of Latina leaders in California public higher education. The study also aimed to investigate the interplay between feelings of impostor syndrome and the educational environments in which Latina leaders serve. Using LatCrit and impostor phenomenon as complimentary frameworks to guide the research design and analysis, a basic qualitative interview design was used with semi-structured interviews and document analysis. Purposeful and snowball sampling were used to identify participants for the study. Eighteen Latinas in leadership roles from across the University of California (UC), California State University (CSU), and California Community College (CCC) systems who met specific criteria were selected to participate in the study. Using a two-cycle coding process to analyze the data, four themes emerged.

The findings revealed that impostor syndrome manifested as self-doubt for Latinas but was not ever-present and pervasive in their leadership experiences. Rather, impostor syndrome manifested in specific situations and contexts in their leadership roles and at specific moments in their careers. Experiences of self-doubt were also closely tied to forms of social oppression such as racism, sexism, and ageism. Experiences of impostor syndrome were also activated through institutional messaging and infrastructure that made the Latina question herself or feel othered; however, consistent experiences of affirmation and validation were important counter forces that reduced impostor feelings. As the Latina leader gained experience and familiarity with navigating the institutional infrastructure, she gained confidence that was not only vital to combating impostor feelings but essential to engaging in acts of resistance that resulted in a transformation of self and the institution. Based on these findings specific recommendations for policy, practice, and future research are offered.