Imposter Syndrome is often described as a personal struggle — a voice of self-doubt whispering that our success is undeserved. But that voice rarely speaks the same language in every culture. While the feeling is universal, the way it appears, is managed, or even recognized depends deeply on cultural values. Understanding those nuances can turn a private insecurity into a source of intercultural awareness and empathy.
Even the most experienced global leaders sometimes carry the quiet question: “Do I really belong here?”
Recently, I wrote about perfectionism and how it quietly chips away at a leader’s confidence. But perfectionism is just one of the stories we tell ourselves. A Harvard Business Review analysis of more than 300 leaders highlights several other internal blockers we carry into our work: the urge to be involved in everything, the pressure to deliver now, the belief that “I’m the one who knows,” the difficulty of saying no, or the sinking feeling that we don’t belong.
These patterns don’t just influence how we lead; they feed the very roots of Imposter Syndrome and sow self-doubt in teams. So, in this new article, I want to take the conversation a step forward: how these blockers can look different depending on the cultural lens we grew up with.
Understanding Self-Doubt In Different Cultures
In multicultural teams, different expressions of self-doubt can lead to misunderstanding:
- In highly individualistic cultures, such as North American and Western European countries, Imposter Syndrome often centers on personal competence: “What if they find out I’m not as capable as they think?”
- For collectivist cultures (including Latin American countries like Mexico, Argentina, and Brazil, as well as Eastern cultures like China, Japan, and Korea), the focus tends to shift from self to group. We may find that phrases like “What if I let my team down?” or “What if I don’t honor those who trusted me?” are quite common.
- As an example, a collectivist Mexican executive working in a US company may hesitate to highlight personal accomplishments, worrying it might sound arrogant. While an American colleague may interpret this as a lack of confidence.
- In Low-Context cultures, such as the US, Canada, and Northern Europe, a leader’s direct and straightforward communication is seen as efficient and transparent. In these settings, visibility and self-advocacy are linked to credibility. Yet the same style can be misread as overly assertive, or even insensitive, when leading in High-Context environments.
- For High-Context cultures, such as in Asia and Latin America, humility and subtlety in communication are admired traits. Meaning relies more on nuance, tone, and unspoken cues. Leaders are expected to read the room, preserve harmony, and express confidence without overly highlighting individual achievements.
Takeaways on Leadership and Imposter Syndrome
The cultural gaps described earlier can easily trigger Imposter Syndrome — not because a leader lacks confidence, but because they’re navigating conflicting ideas of what “good leadership” should look like. The feeling is the same: that pull between achievement and belonging. But its meaning shifts. One leader fears being exposed; another fears letting others down. These nuances shape how leaders take feedback, seek recognition, or step into visibility.
These situations aren’t personality clashes; they’re cultural conversations happening underneath the surface. What one culture calls “confidence”, another might see as “self-centeredness”. What one views as “modesty”, another interprets as “uncertainty”. The same leader who was praised for modesty in one environment might suddenly be told to “speak up more” in another.
As a coach, I see how these interpretations quietly fuel the imposter voice, leading leaders to question not just their competence, but also their very way of being.
How Leaders Can Act on Imposter Syndrome
Recognizing the cultural layers behind Imposter Syndrome can allow leaders to transform discomfort into insight.
Instead of asking “What’s wrong with me?” they can begin to ask: “How is my culture shaping the way I see myself, and how others see me?” Shift the narrative from self-blame to self-understanding, from isolation to curiosity. It opens space for dialogue in multicultural teams:
- “What does confidence look like for you?”
- “How do you express pride without feeling you’re showing off?”
Conversations like these build bridges not only across cultures but also within ourselves
Every leader I’ve coached has faced moments of doubt, but those moments often reveal more about context than capability. When we see Imposter Syndrome through an intercultural lens, we gain compassion: for ourselves, for colleagues, and for the invisible cultural expectations that shape how we show up.
True confidence is not about silencing the imposter voice. It’s about understanding the languages it speaks and responding with awareness, humility, and courage.
