Understanding Imposter Syndrome Among Kenyan Executives and Founders: Insights from Attribution and Social Comparison Theories

J Wasike-Sihanya 2025

This report examines survey findings on Imposter Syndrome Among Kenyan Executives and Founders using Attribution Theory (Weiner, 1985) and Social Comparison Theory (Festinger, 1954). It sheds light on the psychological mechanisms and environmental factors driving IS among Kenyan Executives and Founders and suggests effective interventions. A significant portion of respondents (42.8%) attribute their successes to external factors like luck or overpreparation rather than internal qualities. Half of the respondents cited comparisons to peers as a primary IS factor. On coping strategies, self-reflection, mindfulness (53.2%), mentorship (46%) and coaching (42.7%), help individuals reframe their attributions, fostering internal recognition of success. Peer Support and Open Discussions, Leadership Development Programs and Mentorship and Coaching are perceived as the most effective organizational interventions.