Research shows that seeing yourself as a leader is a pivotal step toward actually leading. When leaders experience a mismatch between external success and internal self-belief, this creates the Leadership‑Identity Gap—a quiet force that can clip potential, inhibit strategic shift, and undermine sustained influence.
According to one article, reputational fears—seeming domineering, different, or unqualified—hold people back from seeing themselves as leaders. Even when performance remains strong, this internal identity lag shows up in recognizable ways.
How the gap shows up (even when results are strong)
- You deliver results but avoid high‑visibility sponsorship or strategic risk.
- You default to doing the work yourself because delegating feels like losing control.
- You minimize your voice in board or peer conversations despite obvious expertise.
- You experience chronic discomfort—sometimes labeled “impostor syndrome”—even while being objectively successful.
Some self-doubt, research finds, can increase a leader’s interpersonal effectiveness (empathy, openness, listening). But left unchecked, it still narrows their broader influence.
What causes the gap
Identity shifts can stall because of:
- Role creep without identity work. Organizations evolve or scale faster than leaders rework their internal narratives, so capability grows but identity lags.
- Cultural and structural cues. When you’re praised for “saving the day” or being the technical expert, it’s hard to let go of that identity. Showing vulnerability feels risky.
- Psychological friction. Letting go of old leadership habits involves navigating uncertainty and occasional resistance—which can make even strong leaders feel like they’re falling short.
Why fixing gaps isn’t enough
Focusing only on coaching an individual to overcome self-doubt or “impostor syndrome” rarely yields lasting change. Instead, sustainable leadership growth requires both personal identity work and organizational design: structures that redistribute authority; safe environments to try new ways of leading; and success metrics that go beyond short-term output.
A practical pathway to close the gap
Here are four practical steps to help leaders close the gap and step confidently into their evolved leadership roles:
- Map your leadership story. Write a timeline of the roles you’ve had, the labels you use for yourself (e.g., “the fixer,” “the strategist”), and moments you felt most authentic. Seeing the story gives you a chance to rewrite it.
- Run identity experiments. Try small, low-risk behaviors aligned with the next level: for example, speak first in a steering committee meeting, coach a direct report to lead a client call, or hand over a high-stakes deliverable and observe how it lands.
- Get social proof fast. Ask trusted peers or a coach to give candid feedback about how you’re perceived when you show up differently. Leaders internalize identities that are reflected back by their community.
- Change the measures. Work with HR or your board to build evaluation and reward metrics that value empowerment, coaching, and strategic influence—not just individual project delivery. Structural reinforcement makes identity shifts stick.
A short note on imposter feelings
“Imposter feelings” are common, especially among high performers—and they aren’t always negative. For some people, these feelings surface because they’re stretching, learning, and growing. The key is to reframe them as part of development rather than proof that you don’t belong. At the same time, leaders and organizations can reduce structural drivers of chronic self-doubt—such as unclear expectations, toxic comparison, or reward systems that honor only narrow metrics.
Final thought: identity work is strategic work
Working on your leadership identity pays off in deeper ways than you might expect: decisions move faster, teams become more autonomous, and your organization gains agility. Identity work isn’t just “nice to have”—it’s strategic. Leaders who close the Leadership‑Identity Gap don’t just become more capable; they become the right people to lead what’s next.
Sources
- Are You Afraid to Identify as a Leader? — DeePoints, 2022
- New Leadership for a New Era of Thriving Organizations — McKinsey & Company, 2022
- Workplace ‘impostor thoughts’ may have a genuine upside — MIT Sloan, 2022