Content area
Abstract
Impostor Phenomenon is defined as the internal perception of fraudulence regarding one's own success. Although much research has been conducted on the behaviors and thought patterns exhibited by impostors, prior research has not explored potential relationships between the workplace and impostor symptoms. The purpose of this study was to examine the mediating effects of both mentoring and role ambiguity on the relationship between supervisory leadership style and subordinate levels of the Impostor Phenomenon. The Full Range of Leadership (FRL) model was used to determine leadership style.
The results of this study demonstrated significant correlation between supervisory leadership style and subordinate role ambiguity, as well as the provision of mentoring functions. Further, support was found for direct and mediating effects of role ambiguity and receipt of mentoring functions on the Impostor phenomenon. Implications and directions for future research on the Impostor Phenomenon in regards to organizational and group variables are discussed.
