Imposter Syndrome vs. The Narcissist. Who Wins?

We see it everywhere right now. In politics. In companies. In our daily lives. Even in volunteer settings. Two very different types of people are rising to the top: those who quietly question whether they deserve their success, and those who rise without a trace of self-doubt. One group strengthens culture. The other corrodes it.

I have seen this firsthand across my career. When Satya Nadella became CEO at Microsoft, the culture shifted toward integrity, accountability, and respect. Teams were encouraged to model, coach, and care. Leadership felt more human. But in the past two to three years, my contacts across the company have seen a different pattern: people who fit the narcissistic profile gaining influence while talented, human‑centered leaders burn out or leave. This is not unique to Microsoft. It is happening across industries, politics, and society at large.

That contrast is exactly why the Harvard Business Review video “Lean Into Imposter Syndrome, Don’t Give In To It” resonated so strongly for me. It puts into words to what many of us are experiencing.

Key Takeaways

• Imposter syndrome is often a sign of integrity, self-awareness, and leadership potential.

• Narcissists can rise quickly, but they weaken culture and drive talent away.

• Healthy organizations succeed when strategy and culture reinforce each other, not compete.

What This Dichotomy Really Means

Arthur C. Brooks explains that people who feel imposter syndrome are usually the ones who care about doing the right thing. They see their weaknesses clearly. They hold themselves to a high standard. They want to grow. As the video notes, “leaning into imposter syndrome can be beneficial; it encourages individuals to focus on their strengths while also acknowledging their weaknesses.”

By contrast, What Brooks calls the "dark triad" is the opposite. It describes narcissism, Machiavellianism, and psychopathy. This strikes me as severe, but we've all seen leaders with similar traits. These are people who, in Brooks's words, “can hurt you but have no feelings or remorse about it.” They rise without self-reflection, but their leadership erodes trust, alignment, and motivation. Teams disengage. High performers leave. Strategy stalls. Eventually, dark triads (the real imposters) fail and fall. I can't even count how many times I've seen this play out in real life.

https://www.youtube.com/watch?v=qGmwH6DyUjo

Why This Matters for Mission-Driven Work

Healthy leadership is not just a personal trait. It is a cultural force. When people feel respected, aligned, and connected to purpose, they move faster and do better work. Leadership culture and the work culture from end to end has to be aligned, motivated, and excited about the direction you’re heading.

Shameless plug: this is one of the reasons I built Better World Strategy. Mission-driven business teams and nonprofits deserve environments where integrity is rewarded, not punished. Where culture supports strategic choices enthusiastically. And where people can do their best work without navigating the fallout of Dark Triad leadership.

If you have ever felt imposter syndrome, you are not behind. You're showing the traits that healthy leadership requires. Here’s to all of you who lead through self‑doubt. Keep going!

-Erik