What is cognitive dissonance in leadership?

Cognitive dissonance is a term used to describe the mental restlessness and discomfort of suspending two conflicting beliefs, attitudes, or values. Most people enjoy the balance and peace that come from coherence, and these conflicts create imbalance and mental tension. Cognitive dissonance is a known factor that influences the emotional state of individuals. In addition, for leaders, it also has an adverse impact on decision-making capacity, both as a result of the weakening of trust and because of the internal conflict of values that alters the clarity of the decision.

In the same way, cognitive dissonance influences trust between the leader and the members of his team. Cognitive dissonance refers to the unpleasant emotion that results from believing two conflicting things simultaneously. The study of cognitive dissonance is a popular field in social psychology. Cognitive dissonance can cause absurd decision-making when a person tries to reconcile their conflicting beliefs.

Current academic consensus holds that the effects of cognitive dissonance on productivity are generally negative, although its impact can be reduced through recognition and conscious effort. Since the existence of the negative effects of cognitive dissonance has already been established, it would be reasonable to explore the area identified and determine if the relationship has a relatively significant effect. The two main independent variables involved in the study are internal conflict and cognitive dissonance in leaders. From the perspective of the entire organization, cognitive dissonance between leaders presents several possible threats.

From the perspective of the entire team, cognitive dissonance can undermine the emotional climate within the team. To explain this phenomenon, psychologist Leon Festinger presented the idea of cognitive dissonance. The following literature review explores current sources with the aim of obtaining recent information on cognitive dissonance and its characteristics. Fourthly, some of the answers indicate an insufficient familiarity of the sample with the concept of cognitive dissonance and its manifestations in the emotional and psychological state of the individual.

Therefore, it is evident that cognitive dissonance as the main cause of emotional and psychological alteration can be considered a source of negative impact on productivity and organizational performance. Since its introduction by Festinger, the concept of cognitive dissonance has become an important part of organizational culture. The first research question is about the connection between internal conflict in leaders and the rise of cognitive dissonance. Cognitive dissonance occurs in people when they find themselves doing things that don't match their opinions or what they know.

Talking to a coach can help you develop self-awareness and understand the source of your cognitive dissonance. The suggested positive effect of the discomfort that accompanies cognitive dissonance was directly addressed in question 15.This cognitive dissonance is the consequence of a person performing an action (or not performing an action) that contradicts personal beliefs, ideals and values. Organizational change is a huge source of internal conflict in both managers and employees, so it would be reasonable to expect that environment to serve as a cause of cognitive dissonance both directly (by introducing requirements that may conflict with personal values) and indirectly (by initiating conflicts in team members).

Hilary Gibbons
Hilary Gibbons

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