1. This paper integrates impostor syndrome and leadership research to identify antecedents of impostor syndrome, their impact on sustainable leader behaviors, and the moderating effect of mindfulness and leader member exchange.
2. Three antecedents of impostor syndrome were identified from the literature: gender, family/social role expectation, and personality traits.
3. Negative impacts of impostor syndrome on leader behaviors such as managerial decision-making, innovative work behavior (IWB) and organizational citizenship behavior (OCB) were established by connecting those to the three primary characteristics of impostor syndrome: low self-efficacy, fear of failure, and perceived fraudulence.
The article is generally reliable in terms of its content. It provides a comprehensive overview of the topic at hand with an integrative approach that draws from both literature review on impostor syndrome and leadership research. The authors provide a detailed explanation for their findings which makes it easier for readers to understand the implications of their research.
However, there are some potential biases in the article that should be noted. For example, the authors do not explore any counterarguments or alternative perspectives when discussing their findings. Additionally, they do not provide any evidence for some of their claims or discuss any possible risks associated with their proposed interventions. Furthermore, they do not present both sides equally when discussing gender roles as an antecedent to imposter syndrome; instead they focus solely on how gender roles can lead to feelings of inadequacy among individuals who feel like they have to live up to certain expectations set by society or family members.
In conclusion, while this article is generally reliable in terms of its content, there are some potential biases that should be taken into consideration when evaluating its trustworthiness and reliability.