According to a survey of CEOs by global executive search and leadership consulting firm Korn Ferry, increasing pressure from promoters and corporate boards, heightened regulatory risks, constant scrutiny in a digital age and a disruptive business environment are leading many senior executives to experience “imposter syndrome” – a feeling of being pushed too far beyond their capabilities. Nearly three-quarters of the surveyed CEOs in India acknowledge having faced this problem, the results shared with ET show. This figure was 58% globally.
The survey was conducted among 1,250 CEOs from around the world, including 238 from India. Of the six markets covered in the survey (US, UK, Middle East, Brazil, Australia and India), India and the US showed a high level of imposter syndrome, with India having the highest rate.
“Given the pressure CEOs are under, many feel incompetent or have self-doubt,” said Navnit Singh, President and Regional Managing Director, Korn Ferry, India. “This is heightened by the increasing pressure from promoters and boards to ensure that CEOs help the organisation grow. The pressure is on to deliver results faster. Moreover, the regulatory pressure and risk environment are also becoming tougher by the day,” Singh said.
However, 89% of Indian CEOs said they are fully competent and fulfilling the demands of their role, according to the survey. In addition, 84% of them said they feel fulfilled in their current role.
“The results do not imply a lack of competence or performance. Imposter syndrome among CEOs appears to arise from the wide range of responsibilities they face: economic pressures, driving performance while leading organizational transformation, integrating artificial intelligence, acting as cultural leaders, and addressing evolving work environments. With all these pressures converging, many CEOs sometimes feel overwhelmed,” Singh said.
“Beyond the traditional responsibilities of driving growth and satisfying investors, CEOs are now expected to be visionaries, change agents, and even public voices on complex societal issues,” said Vivek Gambhir, venture partner at Lightspeed Ventures. “CEOs today are navigating a perfect storm of pressures unlike any they have faced before.”
“The ongoing scrutiny of the digital age, coupled with the speed of business disruption – from technological shifts to geopolitical tensions – adds layers of complexity that can leave even the most seasoned leaders feeling overwhelmed. The weight of these changing demands and the pressure to project confidence at all times often fuels a nagging sense of self-doubt,” Gambhir said.
The Indian results indicate that imposter syndrome is most acutely felt at the top of the corporate ladder: CEOs, 73%; senior executives, 65%; senior leaders, 60%; mid-level leaders, 57%; first-level supervisors, 60%; and individual contributors (non-leaders), 50%.
Anil Sachdev, CEO coach and president of the Inspired Leadership School, said: “This is true to a certain extent, but it varies from person to person. For example, there are some CEOs who know they need to leverage AI, but they may not know exactly how to do it. And as a result, they feel overwhelmed by the rest of the world moving so quickly, which gives them a feeling of inadequacy.”
Many CEOs are also faced with a dilemma over how to approach the question of work modalities (work from home, from the office or hybrid work) – whether to make a bold decision and lose some talent or take a softer stance, he said.
However, some, like Arun Duggal, chairman of ratings firm ICRA and an independent director of several companies, believe that CEOs have historically been subject to a lot of pressure and conflict situations, and that it is the nature of their job to be able to deal with all of that. “They have to adapt and prioritize action. Today the world may be a little more complex with issues like artificial intelligence and ESG factors and others, but CEOs need to know how to navigate that space,” he added.
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