Impostor Syndrome Threatens Construction Leadership Stability

Elevating field leaders to executive roles in the construction industry can inadvertently foster impostor syndrome, impacting decision-making and business outcomes.

What Happened
Industry expert Martha Fernandez highlights a critical challenge within the construction sector: the promotion of field leaders to executive roles often leaves them grappling with impostor syndrome. This phenomenon, first described by psychologists Pauline Clance and Suzanne Imes in 1978, affects capable individuals who struggle to internalize their success, fearing exposure as frauds. The issue is pervasive among construction leaders, as evidenced by a 2026 report from Cerevity, a therapy provider co-founded by Fernandez. The report reveals that construction executives, who often rise through the ranks from roles like project engineer or superintendent, are particularly susceptible to these feelings. The DDI Global Leadership Forecast 2023 and Deloitte and Workplace Intelligence's 2023 research further underscore this trend, with approximately 70% of C-suite leaders considering leaving their positions for better well-being support.

What This Means for Your Business
For businesses in the Architecture, Engineering, Construction, and Manufacturing (AECM) sector, understanding and addressing impostor syndrome is crucial. Executives dealing with impostor feelings may hesitate to delegate, avoid asking critical questions, and overextend themselves—all of which can lead to costly mistakes in project management and procurement. The construction industry, characterized by thin margins and high liability, requires leaders who can confidently navigate complex negotiations and project bids. Firms must prioritize mental health support and leadership training to mitigate these risks. Implementing comprehensive mental wellness programs and fostering an open dialogue about mental health can enhance decision-making, improve ROI, and maintain competitive positioning.

What US Operators Should Watch
US operators must pay attention to the evolving dynamics of leadership mental health in construction. Companies should track industry reports and research, such as the Cerevity Leadership Mental Health Index, to stay informed about the impact of mental well-being on leadership efficacy. Additionally, monitoring federal funding opportunities for mental health initiatives can provide avenues for support. As the industry continues to emphasize safety and competence, integrating mental health awareness into corporate culture is essential for sustainable growth and leadership retention.

Source: Construction Dive

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