Impostor phenomenon among human resource professionals in South Africa: Exploring prevalence and demographic differences

Abstract

Orientation: Although the impostor phenomenon has been widely examined internationally, empirical evidence on its prevalence and demographic variation among human resource (HR) professionals in South Africa remains limited, despite the strategic role of this group in organisational functioning and transformation.
Research purpose: This study aimed to determine the prevalence of the impostor phenomenon among South African HR professionals and to examine differences across self-identified gender and racial groups.
Research approach/design and method: A positivist, quantitative research design was employed. Data were collected from a voluntary sample of 317 HR professionals across multiple industry sectors. Impostor phenomenon was measured using the Clance Impostor Phenomenon Scale. Descriptive statistics, reliability analysis, independent-samples t-tests and analysis of variance were conducted using Statistical Package for the Social Sciences (SPSS), Version 29, IBM Corp.
Main findings: The findings indicate a high prevalence of the impostor phenomenon, with the majority of participants (83%) reporting moderate to high levels. No statistically significant differences were observed based on gender. However, significant differences emerged across racial groups, with moderate effect sizes, suggesting the influence of contextual and social identity-related factors.
Practical implications: The results highlight the need for targeted organisational interventions, including professional development initiatives, mentoring, psychological support and awareness programmes aimed at addressing impostor experiences and strengthening HR professionals’ confidence and effectiveness.
Contribution/value-add: This study provides context-specific empirical evidence on the impostor phenomenon within South African HR practice. By integrating self-efficacy and social identity perspectives, the study extends existing theory beyond Western contexts and informs evidence-based HR development strategies focused on professional well-being, inclusion and organisational effectiveness.