Women executives in the Middle East experience impostor syndrome. But who should combat it?
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Progress for women in the workforce has been advancing in the Middle East for years. However, underlying cultural and societal narratives still shape how women are treated and perceived and how they view themselves.
It is no secret that the Middle East is fairly behind on gender equality in the workplace, having one of the world’s lowest representations of women in the labor force (19%), according to the World Bank.
Even for working women, there are significant setbacks. The region ranks third highest in terms of the estimated time required to close the gender wage gap, with an estimate of 153 years.
WORK CULTURE
Various factors have hindered their participation in many fields, such as limited freedom of movement, workplace laws that implicitly or explicitly exclude women, pay disparities, and restrictions on women-led entrepreneurship. For example, the percentage of female-owned firms in the Arab world is 14%, less than half the global average.
Unsurprisingly, this restrictive environment has affected how women in the workforce view their capabilities. A KPMG study reveals that 75% of female executives across various industries have experienced imposter syndrome at some point in their careers.
Suzanne Locke , content strategist at Middle East-based DEI impact agency Aurora50 , says women in the region are pressured to “present positively” in the workplace. They feel pressured to avoid admitting to struggles to demonstrate their competency.
“In many of our management workshops on imposter syndrome, women say they don’t recognize it even when we describe it. But we generally find they identify with the different imposter ‘types,’ especially the superhero, who feels they must be a super mum, executive, sister, and daughter.”?
Katharina H. , PR Consultant and presentation and communications coach doesn’t believe women are more likely to struggle with imposter syndrome. However, she identifies that the key reasons women might have self-doubt are mostly related to their gender rather than general fear.
Hicker lists fear of being the “token woman” as one of those reasons. “Women often feel they are perceived as filling a quota rather than earning their position based on merit. This can lead to doubts about their skills and knowledge.”
She also discusses how women will likely feel the “survivor’s guilt” of being the only female in a group. They may struggle with questions like: ‘Why me?’ and feel guilty for their success, especially when they can’t pinpoint a clear reason for being chosen over others.
There’s also a lack of female representation in many organizations.”When there aren’t enough women at the top, women suffering from imposter syndrome don’t have role models to aspire to, someone who can confide in.”
SOCIETAL BARRIERS
Women feeling self-doubt in the workplace can also be primarily attributed to a culture that diminished women’s accomplishments and boxed them into certain societal roles.
“Growing up in a time when women’s voices were less heard undoubtedly impacted my confidence. I felt I had to work doubly hard to prove myself constantly. While I wouldn’t say imposter syndrome has held me back, it has created unnecessary stress and anxiety,” says Eva Morales , Chief Strategy Officer and Co-founder of HyveGeo , a Hub71 startup.
She explains that while impostor syndrome is not exclusive to women, research shows that women tend to experience it more. More often than not, cultural norms are carried over into the workplace.
“Women often grow up in environments where their contributions are undervalued, leading to deep-seated self-doubt. Additionally, many workplaces still maintain biases and unequal treatment, exacerbating feelings of inadequacy. These societal and cultural factors significantly contribute to the prevalence of imposter syndrome among women.”
Meenah Tariq , Co-founder and CEO of Metric , says that decades of “gender roles conditioning” is a significant cause of imposter syndrome for women.
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“The high levels of expectation from pretty much every faction of society, and sheer pressure to always please everyone, ensures that women struggle with imposter syndrome, especially when they are taking up spaces that were not traditionally ‘meant’ for them.”
THE ROLE OF ORGANIZATIONS
But who shoulders the responsibility of fighting imposter syndrome? It’s frequently placed on women to overcome self-doubt and continuously prove themselves in their workplaces, when the responsibility should fall on organizations to combat existing biases and ensure that women feel supported, heard and respected.
Tariq notes that organizations are often structured without enough thought given to inclusion. This results in systems and processes that fail to ensure ease of access for everyone, particularly those traditionally excluded or marginalized sub-groups.?
Consequently, when women finally secure a seat at the table, the absence of role models and representation, coupled with the additional effort required to constantly be at par, makes that imposter syndrome rear its head.?
“When people or organizations claim they don’t see gender, it will often result in a blanket ‘equality’ that doesn’t really serve the purpose of first uplifting these sub-groups to bring them to a level playing field. This means policies, spaces, and design should all be crafted within the context of the world we actually live in.”
To mitigate this, Tariq notes that it is crucial to have women role models at the C-level who are empowered decision-makers within the company. Seeing these role models with a voice and a seat at the table, confidently owning their space, helps younger women overcome their fears and envision a brighter future for themselves.
Locke emphasizes the importance of training managers on imposter syndrome. Fearful leaders, worried about being exposed as inadequate, can create a toxic work environment that hinders hiring and employee retention. Companies can foster a more supportive and positive culture by openly discussing imposter syndrome, a common experience for many.
Hicker points to several strategies organizations can implement to combat impostor syndrome:
FIGHTING SELF-DOUBT
Tariq notes that she frequently observes women exceeding their expectations and often out-performing their male counterparts. She attributes this to the fact that women are accustomed to putting in significantly more effort to achieve the same results.?
“Women are used to fighting at multiple fronts, making them perfect to be startup founders. Remember your strengths and capitalize on them. And have grace and kindness towards yourself. There is so much that women globally deal with, and this ‘training’ has made us much more resilient.”
Hicker suggests several practical strategies for women to combat self-doubt. The first is to build credibility by tracking their achievements and sharing them with colleagues, managers, and leadership. “Regularly seek feedback from colleagues and experts in your field to gain different perspectives.”
She also recommends that women shift their focus from themselves to their environment. Instead, ask questions, observe others, and gather information. “You will quickly realize that even the most impressive people around you have their insecurities and challenges. Finding common ground and similarities with others helps set realistic goals and expectations, making it easier to overcome feelings of inadequacy.”
“Remember your successes and why you are qualified to do your job. Acknowledge your imposter syndrome, but don’t let it hold you back—feel the fear and do it anyway. Keep saying yes to opportunities. Talk it out with managers, mentors, family, and friends to work out where your imposter syndrome is coming from and how to manage it,” Locke says.
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