The Root Causes of Imposter Syndrome in Women in STEM
Imposter Syndrome doesn’t emerge out of nowhere. Its roots are deeply embedded in societal influences, personal expectations, and workplace dynamics. In this post, we’ll explore the underlying causes of Imposter Syndrome in women in STEM, drawing on research findings and real-world experiences to better understand the problem.
Societal and Historical Influences
For generations, STEM fields have been viewed as male-dominated spaces. Historically, women have had limited access to these fields and were often discouraged from pursuing them. As a result, many women in STEM continue to face systemic challenges, from gender bias to lack of representation in leadership roles. These barriers reinforce the feeling that women don’t belong in STEM, contributing to Imposter Syndrome.
Internal and External Factors
Both internal and external pressures also fuel Imposter Syndrome:
External Factors: Gender bias, stereotypes, and workplace discrimination make women feel like they’re not “cut out” for STEM, even when they have the skills and experience to succeed.
Internal Factors: Women may internalize societal expectations and develop a sense of perfectionism. The pressure to “prove” themselves often exacerbates feelings of inadequacy.
Cultural Expectations and Gender Roles
Cultural expectations about women’s roles in society also play a crucial part in the development of Imposter Syndrome. Women in STEM may feel like they need to behave differently than men to prove their competence. This leads to unnecessary pressure as women juggle high expectations both at work and at home.
Actionable Takeaways
Challenge Gender Bias: Understand the societal influences that have shaped your views on yourself and your career.
Reframe Perfectionism: Recognize that perfection is unattainable and focus on progress, not perfection.
Seek Role Models: Find female role models in STEM who can show you that your experiences are valid.
References:
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2019). Leadership and management in organizations: Meta-analytic findings. Academy of Management Perspectives, 33(3), 25-44.
Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high-achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241-247.
Alfano, G., & Troisi, R. (2019). Corrupt Political Leaders and the Failures of the Institutional Checks. European Conference on Management, Leadership & Governance, (), 17-26.
