Imposter syndrome, while experienced somewhat differently by different people, captures the idea of high-achieving individuals with a history of excellence performance and unmistakable successes while simultaneously externalizing their success to environments, circumstances, and luck.
The science of work has answers to questions about work life and beyond. Industrial-organizational psychology is not folksy wisdom rattled off by generations that came before us but rather is an evidence-based practice of putting forth work-related theories and then, using the tools of science, gathering evidence that weighs in favor of some practices and theories while cautiously advising us against others. It is an evolving field that does not rest on its accomplishments of the past but rather seeks to innovate the next scientific approaches to work.
An important leader responsibility may be that of engendering in others, as much by example as by words, internalized attitudes about what is right and wrong, ethical and unethical, moral and amoral. In today’s climate, leaders may be in precarious situations to enact their own espoused senses of moral absolutes while also recognizing their own behavioral moral relativism. Complicating the matter may be the expectation (rightly so) of leaders to not just legislate morality codes but rather listen and respond to individual and group approaches (e.g., gender, generational, racial, ethnic) to moral and ethical thinking and conduct.