iscover
The term “impostor syndrome” is widely overused and frequently misrepresented in media, workplaces, and social media. It has devolved into a simple catch-all phrase often weaponised to deflect responsibility, dismiss feedback, and subtly shirk action, writes Sue Parker.
Conversely, self-doubt plays an important role, serving as a valuable personal signal. Indeed, occasional self-doubt is a healthy emotional and intellectual response to challenges.
However, there is a significant difference between self-doubt and impostor syndrome. The latter is rooted in a persistent, all-consuming belief that one is inherently unworthy of success despite clear evidence of competence. It paralyses rather than propels.
On the other hand, self-doubt (in moderation) is a natural reaction to new experiences or change. It fosters reflection and adaptation, which is essential for personal and professional growth.
When impostor syndrome becomes a strategy
Research shows that impostor syndrome has two forms:
1. True impostor syndrome: An internalised fear of not being good enough despite clear competency. It can create deep anxiety and lead to overcompensation and paralysis.
2. Strategic impostor syndrome: A tactical behaviour to downplay abilities not out of self-doubt but to manage expectations, elicit sympathy and influence outcomes.
At the heart of strategic impostor syndrome is a “play-weak-to-win” tactic. This is where people present themselves as struggling or uncertain. It’s not due to a lack of ability or self-worth but as a strategy to gain benefits without facing accountability.
The research – a deliberate choice
Research indicates playing weak to win via strategic impostor syndrome can be a deliberate choice rather than a sign of real insecurity.
A National Library of Medicine study found that some individuals intentionally present themselves as less competent because negative self-presentation has social value. Playing vulnerable can evoke empathy, leading to support and lower expectations.
“True” impostors are characterised by the negative self-views associated with the construct definition, and more “strategic” impostors seem to be less encumbered by self-doubt. It is assumed that “strategic impostors” are characterised by a form of deliberate self-presentation.
Dr Kat Munley of Indiana University debunks the idea that all impostor feelings stem from insecurity. In her article, “Expert or poser? Debunking the psychology behind imposter syndrome”, she explains that in many cases, impostor syndrome is a calculated strategy used to manipulate perceptions and gain advantages like mentorship, special treatment, or exemption from accountability.
Where playing weak to win shows up
HR and recruitment
Downplaying expertise to shift responsibility, elicit validation, or avoid scrutiny. Feigning uncertainty about policies, overstating workload struggle or using self-deprecation to appear non-threatening while subtly maintaining full control.
Exaggerating a reliance on leadership decisions averts uncomfortable conversations. Portrayal of being constrained works to manipulate perceptions to gain leniency to avoid conflict.
Downplaying market knowledge or hiring influence to position as facilitators rather than positioning decision-makers. Purpose is to avoid pressure while maintaining control over hiring outcomes.
Leadership
Feigning cluelessness or incompetence to avoid responsibility, knowing others will step in to compensate. This allows for maintaining control without the burden of accountability.
LinkedIn and social media
The flood of “I’m so humbled and honoured” posts reek of false manipulative modesty. This isn’t impostor syndrome; it’s calculated positioning.
Presenting oneself as uncertain or undeserving is thought to result in more followers, expanded networks and opportunities based on perceived humility rather than merit. It is also a signal that someone is the opposite of humble but just doesn’t have the integrity to show up more genuinely.
Careers and job searching
Claiming or implying impostor syndrome to attract support and mentorship. By appearing slightly uncertain or self-doubting rather than outright incompetent, a perception of humility is created. This tactic manipulates others into offering guidance, leniency, and opportunities. Many are confident in their abilities but use self-deprecation strategically to build rapport, lower expectations, and gain preferential treatment.
Professional relationships
When employees or clients invoke life crises or exaggerate personal struggles to avoid deadlines or difficult conversations.
By positioning themselves as overwhelmed or incapable, they create a narrative that garners sympathy and lowers expectations. This manipulation of others’ perceptions shields them from accountability, allowing them to sidestep responsibility without facing pushback or consequences for their inaction.
Consequences
While strategic impostor syndrome and playing weak to win can deliver perceived short-term benefits, it will ultimately backfire.
When we are not genuine and inflate the truth, we create a dissonance between our actions and our true selves. Over time, this misalignment erodes self-worth, and people can see through the manipulation, damaging reputations.
The treadmill of maintaining a manipulative narrative becomes mentally and emotionally draining. Research shows that sustained inauthentic behaviour can lead to feelings of disconnection and self-doubt, reinforcing the cycle of insecurity.
The article, “Identifying differences in the experience of (in) authenticity: a latent class analysis approach”, in the National Library of Medicine, explains the dissonance further:
“This is especially true for state authenticity, which is thought to act as a signal (or warning system, in the case of state inauthenticity) of one’s current degree of self-coherence and self-integration.”
Beyond reputational damage, constantly playing smaller/weaker impacts personal growth. By avoiding accountability, individuals internalise a false image of weakness and limitation, ultimately hindering their progress.
Genuineness over tactics
Breaking the cycle of playing weak to win is crucial for true leadership, career success, and professional credibility.
There’s a strong line across genuine humility, self-deprecation, and strategic manipulation. Owning both strengths and weaknesses without pretence builds trust and a reputation of competence, accountability, and integrity.
In an era of extreme social media posturing and hyper-competitive markets, we must focus on genuine strength, not manipulative weakness.
