More than half of employees say they experience feelings associated with impostor syndrome at work, despite largely attributing their achievements to skill rather than luck, according to new research from MyPerfectCV.

The survey of more than 1,000 UK professionals suggests a widening disconnect between how employees genuinely feel and how they believe they are expected to perform. Many respondents reported feeling pressure to appear more confident, knowledgeable or productive than they actually feel, reflecting workplace cultures that reward certainty and visibility.

Overall, 51 per cent of workers said they feel like they are “faking it” at least some of the time, even though two-thirds credited their career success primarily to their own abilities.

The findings indicate that self-doubt is being shaped less by individual capability than by broader workplace dynamics. Comparisons with high-performing colleagues, limited feedback and recognition, and rising expectations from employers were all cited as significant contributors. Rapid technological change and evolving job demands also featured prominently.

Nearly seven in ten employees said they feel pressure to project confidence at work, while more than a quarter reported working longer hours to prove themselves when experiencing self-doubt.

The impact appears to extend beyond personal wellbeing. More than two-thirds of respondents said self-doubt had negatively affected their career progression, with many admitting to second-guessing decisions, avoiding visibility or holding back from sharing ideas. Others said they over-focused on perfectionism or sought constant reassurance from managers and colleagues.

The research suggests these behaviours may carry wider organisational consequences, potentially affecting productivity, innovation and employee engagement.

Jasmine Escalera said impostor syndrome was often reinforced by workplace environments that discourage vulnerability. “When leaders don’t acknowledge their own mistakes or growth moments, it can reinforce the idea that confidence is mandatory and doubt should stay hidden,” she said.

Leadership culture emerged as a recurring theme in the findings. More than half of respondents said managers rarely or never speak openly about their own struggles or uncertainties, while only a small minority reported leaders discussing such experiences regularly.

The results point to a broader tension in modern workplaces, where employees are expected to demonstrate resilience and confidence even as changing technology, performance pressures and heightened visibility increase feelings of uncertainty beneath the surface.