Amidst increasing awareness around workplace equity, a significant portion of employees express a desire to support marginalized colleagues, yet many find themselves at a standstill. According to recent studies, 76% of workers aim to become allies for colleagues facing unique challenges, and 84% prioritize equity. This aligns with a national survey in 2025 revealing that 88% of employees back their employers in providing inclusivity training.
Why, then, does this support often fail to translate into tangible actions?
A recent study published in the Journal of Workplace Behavioral Health identifies a key barrier: the impostor phenomenon. Some employees feel inadequately prepared to support marginalized peers, despite their intentions. This self-doubt creates a paralyzing cycle, preventing action and reinforcing feelings of inadequacy.
The research team, comprising Meg Warren, Michael T. Warren, and John LaVelle, discovered that 20% of aspiring allies experience this impostor phenomenon, even when they possess the necessary skills.
The impostor phenomenon, previously known as impostor syndrome, involves feeling unworthy despite evidence to the contrary. It is prevalent across various professional sectors, including health care, technology, entrepreneurship, the C-suite, and academia.
This self-perception is linked to increased anxiety and depression, particularly among those seeking to be allies. Men, leaders, younger employees, and people of color are more likely to experience these feelings in the context of allyship.
Understanding the Impostor Phenomenon Among Allies
Take “James,” a senior project manager, as an example. His company previously mandated diversity, equity, and inclusion (DEI) training and supported a Black Employee Network. However, when the company retracted its DEI commitments, James felt disoriented. The facts he once shared confidently now seemed taboo, leaving him feeling frustrated and fraudulent.
James represents a composite of many stories from the research. Aspiring allies like him often envision a “perfect ally” and feel inadequate when they fall short. This leads to procrastination or overpreparation, causing them to miss critical opportunities for impact.
Impostor feelings often arise when challenges seem insurmountable. Workplace inequity, with its rapidly changing rules and mixed messages, can feel particularly daunting. Toxic work cultures exacerbate this, where mistakes are hidden, and humility is scorned. In such environments, especially for those in visible roles with heavy responsibilities, impostor feelings are intensified.
Past criticisms also contribute. Being reprimanded for defending a colleague or witnessing others attacked for challenging the status quo can deter action. The expectation to act flawlessly can be paralyzing.
Impact of Impostor Feelings: Mental Health and Performance
Leaders are especially susceptible to impostor feelings in allyship. Often untrained in addressing discrimination, they bear the responsibility for resolving longstanding fairness issues. In trying to prove themselves, they might overcompensate, such as vocally supporting disadvantaged workers without follow-through or intervening inappropriately.
These actions not only hinder effective allyship but also affect mental health, as the impostor phenomenon correlates with heightened anxiety and depression.
Some might consider disengaging from inequity issues entirely. However, research suggests that avoiding these issues leads to lower self-confidence and job satisfaction. Thus, detaching from allyship could negatively impact professional well-being.
Fortunately, individuals can overcome these feelings. Taking small, manageable actions can alleviate impostor feelings, enhance confidence, and boost professional and mental health success.
Research suggests three approaches: Celebrate the strengths of marginalized colleagues, build trust by giving proper credit, and replace cynicism with hope, even in challenging situations.
