Think Again

contributing more to their teams
: Bradley P. Owens, Michael D. Johnson, and Terence R. Mitchell,
“Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership,”
Organization Science 24 (2013): 1517–38.
more attention to how strong evidence is
: Mark R. Leary et al., “Cognitive and Interpersonal
Features of Intellectual Humility,” Personality and Social Psychology Bulletin 43 (2017): 793–
813.
more time reading material that contradicts
: Samantha A. Deffler, Mark R. Leary, and Rick H.
Hoyle, “Knowing What You Know: Intellectual Humility and Judgments of Recognition
Memory,” Personality and Individual Differences 96 (2016): 255–59.
most effective leaders score high in both
: Bradley P. Owens, Angela S. Wallace, and David A.
Waldman, “Leader Narcissism and Follower Outcomes: The Counterbalancing Effect of Leader
Humility,” Journal of Applied Psychology 100 (2015): 1203–13; Hongyu Zhang et al., “CEO
Humility, Narcissism and Firm Innovation: A Paradox Perspective on CEO Traits,” Leadership
Quarterly 28 (2017): 585–604.
Halla Tómasdóttir was polling
: Personal interview with Halla Tómasdóttir, February 27, 2019.
more than half the people you know have felt like impostors
: Jaruwan Sakulku, “The Impostor
Phenomenon,” International Journal of Behavioral Science 6 (2011): 75–97.
common among women and marginalized groups
: Dena M. Bravata et al., “Prevalence,
Predictors, and Treatment of Impostor Syndrome: A Systematic Review,” Journal of General
Internal Medicine 35 (2020): 1252–75.
the more often they felt like impostors
: Basima Tewfik, “Workplace Impostor Thoughts:
Theoretical Conceptualization, Construct Measurement, and Relationships with Work-Related
Outcomes,” Publicly Accessible Penn Dissertations (2019): 3603.