The figure of the CEO is often portrayed as a symbol of unattainable success and determination. However, behind this image lies a complex reality that involves issues affecting both mental health and professional performance.
According to Luciana Lima, a neuropsychologist and professor at Insper, conditions such as imposter syndrome and emotional vulnerability are prevalent among top-level executives. “Any individual can develop these conditions, regardless of how successful or competent they may appear externally,” she emphasizes.
Impostor syndrome is a psychological phenomenon in which individuals constantly question their own achievements and face a persistent fear of being perceived as “frauds,” even when they achieve high levels of success.
According to a recent report from Korn Ferry Consulting, approximately 71% of CEOs and 65% of senior executives reported experiencing symptoms of this syndrome, including low self-confidence and feelings of incompetence or unpreparedness for their responsibilities.
“For many CEOs, especially in competitive and demanding environments, this feeling can be exacerbated by constant pressure for results and the need to maintain a successful image at all costs,” the neuropsychologist adds.
In addition to imposter syndrome, emotional vulnerability is another important aspect to consider. CEOs often face difficult decisions, harsh criticism, and a significant burden of responsibility. This can lead to a state where the pressure of the position and the isolation of leadership decisions can deeply impact the mental well-being of this professional.
“The emotional vulnerability felt by professionals in their positions triggers a series of consequences that can be felt in areas related to reputation, career, relationships, and earned trust. This state can significantly influence strategic decision-making and interpersonal dynamics within organizations,” adds Lima.
The neuropsychologist also emphasizes that vulnerability should not only be seen in a negative light. “Accepting, acknowledging, and sharing this feeling with your team and/or organization can reduce the sense of fraud and the pressure to act like a superman or superwoman,” she points out.
Facing this challenge, it is essential to promote an organizational culture that values authenticity and emotional support for these professionals. “Recognizing and dealing with these conditions not as a weakness, but as a shared human reality, is essential to achieving individual success for CEOs, but also for the overall well-being within organizations,” concludes Luciana Lima.
