Although the impostor phenomenon has received growing attention in the leadership domain, little is known about its implications for leaders' positive behaviors. This study examines the relationship between leader impostor phenomenon and humble leadership, as well as the boundary condition of perceived organizational support.
Using a three-wave survey with 168 supervisor-subordinate dyads in Taiwan, the findings reveal that leader impostor phenomenon is positively associated with humble leadership, and this relationship is strengthened when leaders perceive higher levels of organizational support. These results contribute to a more nuanced understanding of the bright side of leader impostor phenomenon and highlight the role of organizational support in fostering constructive leadership behaviors.