The new imposter syndrome: What HR can do about leader self-doubt

Imposter syndrome used to be a story we told about ambitious early-career employees — the rising stars who questioned if they really belonged. But lately, a quieter version of that story has been unfolding in boardrooms, not breakrooms. 

More seasoned leaders are starting to wonder: Am I still relevant in this new world of work? 

The rise of Gen Z, the acceleration of AI, and shifting cultural expectations have changed what it means to lead. Today’s executives are expected to be tech-savvy, emotionally intelligent, and endlessly adaptable. And for many, the speed of change is leaving them questioning their footing. 

When confidence becomes collateral damage 

Leadership confidence isn’t just a nice-to-have. It’s the invisible infrastructure of organizational health. It shapes how decisions get made, how teams rally behind change, and how cultures evolve. But when leaders doubt their own readiness, that uncertainty ripples outward. 

In the latest Dayforce Pulse of Talent report, nearly half of executives (45%) said they believe their skills are becoming obsolete because of AI, a higher rate than any other group in the workforce. That’s a striking shift. The people setting the strategy are, at the same time, questioning their own currency. 

It’s not that leaders have lost their capability. It’s that the ground beneath them is moving so fast — technologically, socially, and generationally — that even the most confident feel like they’re playing catch-up. 

Even experienced leaders are feeling it 

Several forces are converging to create what I call the new imposter syndrome. Unlike the traditional version, which was largely internally rooted in personal doubt, this new form is situational, shaped by external disruption. It’s not that leaders suddenly feel less capable. It’s that the environment around them is evolving faster than their accumulated experience can fully account for.  

For decades, leadership mastery was built on clear structures, long-term strategies, and lessons refined through repetition. But today, the rules of work are rewritten every few months. AI is reshaping entire industries. Generational expectations are resetting workplace culture. And social, economic, and technological changes are converging at a pace that leaves even the most seasoned executives questioning what “expertise” means anymore. 

In this context, imposter syndrome is a sign of awareness. Leaders are realizing that the skills that got them here cannot guarantee what comes next. And that realization, while uncomfortable, is also the first step toward growth. 

Here’s what’s driving that shift: 
 

• AI’s rapid evolution. Executives are under pressure to lead the charge on AI, even as many admit they’re learning in real time. Our research shows that 87% of executives already use AI at work — far more than the employees they lead — yet they’re also the group most likely to worry about obsolescence. 

• Generational shift. The arrival of Gen Z in the workforce is bringing fresh energy and new expectations regarding transparency, flexibility, and purpose. Leaders who built their careers on different norms are learning to bridge that cultural gap. 

• Changing models of leadership. Leadership today isn’t about having all the answers — it’s about asking the right questions. Vulnerability, once seen as a weakness, has become a real strength. Still, it can feel uncomfortable for leaders used to projecting certainty. As Brené Brown notes, we’re wired for certainty — and when it’s missing, we feel it physically and emotionally.  

The organizational impact of leader self-doubt 

When leaders question their own relevance, it doesn’t stay quiet for long. Teams sense hesitation. Decision cycles slow down. Risk-taking wanes. 

And it’s a productivity problem. Research consistently shows that employee trust rises and falls with the confidence of those at the top. The moment leaders stop modeling clarity, alignment starts to erode. 

The irony is that many executives are pushing harder than ever to stay ahead of disruption. But their people don’t necessarily feel more confident as a result. In Pulse of Talent, 84% of workers said they haven’t received AI training at work in the past year, even though most believe it’s vital to their future success. Leaders are sprinting ahead, while the rest of the workforce is still catching its breath. 

That imbalance amplifies feelings of imposter syndrome on both sides: employees who feel unprepared, and leaders who feel uncertain about how to guide them. 

How HR can help leaders reclaim confidence 

The answer isn’t to train leaders to be superhuman. It’s to help them stay human in moments of rapid change. HR plays a crucial role in that process. Here are four ways to do that: 

1. Normalize learning at every level 

For years, development programs have focused on upskilling the workforce, while leadership learning often happened behind closed doors. That needs to change. When executives take part in AI training alongside employees, they send a powerful cultural signal: learning isn’t a phase of your career — it’s a practice. 

In the Pulse of Talent report, only 36% of managers and 16% of workers said they’d received AI training in the past year. That lack of exposure fuels anxiety for both employees and leaders. By learning visibly — asking questions, admitting gaps, even sharing early missteps — executives can replace fear with permission. It shifts the tone from “I should already know this” to “We’re all figuring this out together.” 

2. Pair confidence with curiosity 

The best leaders aren’t the ones with the most answers. They’re the ones who stay curious the longest. One of the most effective ways to build that muscle is through reciprocal mentorship. Pairing senior leaders with Gen Z or Millennial employees helps both sides see the current and future realities of work more clearly. Leaders gain firsthand insight into how technology and values are evolving. Younger employees gain access to institutional wisdom and context that can’t be Googled. 

This approach not only bridges generational divides, it strengthens empathy and adaptability — two traits that define resilient leadership. Confidence without curiosity quickly turns into complacency. Curiosity without confidence becomes chaos. Organizations need both, and HR can help facilitate that balance. 

3. Invest in skill relevance, not just skill depth 

Traditional leadership development emphasized mastery. But in today’s environment, relevance matters as much as depth. The leaders who thrive will be those who can connect technological insight with human judgment to gain what I call future fluency. 

That means knowing enough about AI to understand its potential and its pitfalls, without losing sight of people. It means being able to translate disruption into opportunity for the business and its people. HR should focus on programs that blend technical literacy with emotional intelligence, helping leaders interpret change through both data and empathy. 

4. Prioritize transparency and trust 

The pace of innovation is set by technology. But the pace of adoption is set by trust. In our survey, only 26% of organizations said they have a person or team responsible for ethical AI use. That’s a missed opportunity because when employees don’t know who’s accountable, skepticism fills the gap. 

Leaders need frameworks that make accountability visible. That could mean publishing clear AI ethics principles, holding regular forums to discuss new tools, or giving employees insight into how decisions are made. When leaders are transparent about what they know, what they’re learning, and how they’re protecting their people, confidence becomes collective. 

From imposter to innovator 

It’s easy to frame this moment as one of anxiety. But I see it as an incredible opportunity. 

The leaders who admit what they don’t know — and commit to learning anyway — are the ones best equipped to guide others through uncertainty. Confidence today isn’t about being unshakable. It’s about being unafraid to evolve. 

The new imposter syndrome doesn’t signal weakness. It signals awareness. And in an era where change is the only constant, that might be one of the most valuable leadership skills of all.