Can top managers' impostor feelings affect performance?

Purpose Building on the premise that top managers' characteristics affect firm outcomes, study aims to examine whether impostor feelings of managers are associated with performance. Design/methodology/approach This uses survey and regression estimation. Findings The results show there is no strong association between phenomenon performance, when considering overall sample. However, in case women who experience feelings, performance negatively affected. There evidence being a CEO or workload mechanisms explain this result. Practical implications Improving understanding manager sabotage improve can encourage engage preventive actions overcome explore its effects adequately so positive outcomes fostered. Originality/value Despite economic importance how judgment affects their decisions, little known about cognitive frames outcomes. In particular, clear inadequacy, intellectual phoniness deceitfulness (the phenomenon) profitability.