Imposter syndrome at work: more than half of eorkers experience it
A recent study by Il CV Perfetto shows that, despite recognising their own abilities, many people feel they are not up to the job they hold.
INDEX
Even when they recognise their own capabilities and know they have achieved certain results through their own merit, many workers continue to feel they are not quite good enough. More than one in two, in fact, says they experience at least occasionally the feeling of having to appear more confident and more competent than they actually feel.
This is confirmed by a survey from ilCVperfetto, a platform for online CV creation, conducted among over 1,000 workers across Europe to understand how much this sense of inadequacy affects both individual experience and company performance.
The survey on Imposter Syndrome at Work 2026 clearly illustrates the gap between what many people feel and what they believe they must project at work. High expectations, constant comparison with colleagues and lack of feedback feed widespread insecurity. Add to this the fact that those in positions of responsibility rarely talk about their own mistakes or difficulties encountered, reinforcing an environment where appearing confident seems more important than being able to show yourself for who you truly are.
1. Key points
- Imposter syndrome is more common than it might seem: it affects 51% of respondents, even though many attribute their results primarily to their own abilities
- Appearing confident feels almost like an obligation: nearly 7 out of 10 people feel pressure to appear more competent or more confident than they actually feel
- Insecurity leads to overworking: more than one in four people respond by overloading themselves with work to prove their worth
- The work context also plays a role: among the factors that fuel imposter syndrome are comparison with others and lack of feedback
- Professional growth suffers: 68% say this sense of inadequacy has had a negative effect on their career path
- Managers and leaders rarely show vulnerability: only 7% of respondents report that those in positions of responsibility speak openly about their own difficulties or mistakes
"Imposter syndrome does not arise from a real lack of ability. It is often rather a response to work contexts where it matters more to appear confident and give the impression of knowing everything, than to learn. When those with more responsibility don't talk about their own mistakes or what they've learned along the way, it reinforces the idea that you must always appear confident and hide every uncertainty".
2. Even those who recognise their qwn abilities can feel like an imposter
Data from the survey shows that imposter syndrome is very widespread at work. 51% of respondents say they feel inadequate at least sometimes, even though most recognise that their success depends mainly on their own competencies
How often this feeling of inadequacy emerges:
- always (5%)
- often (18%)
- sometimes (28%)
- rarely (23%)
- never (26%)
What respondents attribute their successes to:
- entirely to their own competencies (19%)
- mainly to their own competencies (48%)
- to their own competencies, but also in part to luck (29%)
- mainly or entirely to luck (4%)
3. Insecurity grows when you feel under pressure
About 7 out of 10 people feel under pressure at work, not only from fear of making mistakes but also from the need to appear more confident and competent than they actually feel. In particular:
- 40% always or often feel this pressure
- 29% experience it sometimes
- 31% experience it rarely or not at all
According to survey respondents, this insecurity stems more from the work environment than from a real lack of ability. Among the most frequently cited factors are:
- comparison with colleagues perceived as particularly talented (32%)
- lack of feedback or recognition (29%)
- a tendency to be too hard on themselves (28%)
- the fact that tools, technologies and required skills change constantly (24%)
- very high expectations from superiors (22%)
4. Insecurity has an impact on career and company results
Nearly half of respondents say this insecurity has already influenced their professional choices:
- significantly or quite noticeably (44%)
- to a limited extent (24%)
- with no particular effects (20%)
- does not experience this kind of discomfort (12%)
But the problem does not only affect the individual’s career path. When a person constantly questions themselves, the work itself also suffers and, as a result, the company’s results may be affected.
Those who experience this situation tend more often to:
- constantly re-examine their own decisions (28%)
- work more than necessary to prove their worth (27%)
- seek confirmation from colleagues or supervisors (23%)
- dwell too much on detail or the pursuit of perfection (22%)
- downplay their own results (18%)
- hold back from speaking or sharing ideas (16%)
- avoid taking on greater responsibilities (15%)
- compare themselves to others (13%)
5. If those leading the team don’t talk about difficulties, the problem gets worse
Many people have the impression that imposter syndrome is also fuelled by the fact that those in positions of responsibility rarely talk about their own doubts, mistakes or difficult moments. In particular:
- for 56%, leaders never or almost never talk about their own insecurities or mistakes
- 37% say these topics are addressed rarely
- only 7% claim these matters are discussed regularly
6. Conclusions
The survey shows that imposter syndrome is a widespread discomfort among European workers. Even those with solid competencies and good results can feel they are not quite good enough. And this insecurity, in the long run, can influence daily choices, slow professional growth and have effects on company performance as well.
This is why the role of employers is crucial. When people feel valued, receive clear feedback and find an open attitude in their supervisors, they are more likely to work with greater ease and confidence.
Addressing these issues does not only serve to improve the wellbeing of employees, but also to create a healthier working environment and to better value the abilities of each person.