A CEO proudly declares that innovation is a core company value. They encourage employees to take risks, experiment, and challenge the status quo. But, when someone’s idea fails, they’re reprimanded or sidelined. Over time, employees stop taking risks, not because they lack ideas, but because they see that failure isn’t actually safe.

Another leader insists they want their team to take ownership and make decisions independently. But every time someone tries, they step in, micromanage, or subtly signal that things should be done their way. The result? The team stops taking initiative, and the leader convinces themselves that no one else is capable.

Yet another leader encourages their team to be adaptable, embrace change, and challenge outdated processes. But when someone dares to suggest a shift in how they lead, they push back, insisting that this is how we’ve always done it.

What’s happening here?

Each of these examples highlights the tension between what leaders say they believe and how they actually behave. And the longer that gap exists, the more it erodes trust, engagement, and overall effectiveness.

Leadership is full of tough decisions—choosing between competing priorities, managing trade-offs, and navigating uncertainty. But what happens when a leader’s own beliefs and actions don’t align?

That’s where something called cognitive dissonance comes in, often without us realising it.

Cognitive Dissonance

Cognitive dissonance is the mental discomfort we feel when our actions, choices, or beliefs contradict each other. It’s that uneasy feeling when we tell ourselves one thing, but do another.

For leaders, this internal conflict can cloud judgment, slow decision-making, and even lead to rationalising poor choices instead of correcting them.

The problem? Most leaders don’t even realise when it’s happening. Instead of recognising the dissonance and adjusting their thinking, they often double down, convincing themselves that their decision was right all along.

And when that happens, real learning and growth get pushed aside in favour of protecting the ego.

Cognitive dissonance isn’t just about conflicting beliefs—it can also show up when something feels off, when there’s a disconnect between what you expect and what you experience.

This happens in leadership all the time. A leader might not consciously think, "This is creating cognitive dissonance," but they feel the discomfort of things not aligning.

A few examples:

You walk into a meeting room where the usual setup has changed—chairs are rearranged, the whiteboard is missing, the energy feels off. Even though these are small details, their absence creates a subtle sense of unease, making it harder to focus or feel in control.

You rely on a well-worn system for decision-making, but suddenly have to adapt to a new process—whether it’s a new software, a different approval chain, or a shift in how meetings are run. You might logically understand the change is necessary, but internally, you struggle with the discomfort of this isn’t how we do things.

You’ve spent years fostering a certain type of team culture—perhaps informal and collaborative. Then, as the company scales, things become more structured, more corporate. Even if you agree with the need for change, you feel a nagging discomfort because what you experience now doesn’t match the culture you helped build.

This type of cognitive dissonance doesn’t always lead to poor decisions, but it can make leaders feel off balance without fully understanding why.

The key is recognising when these moments happen and asking: Is this discomfort telling me something important, or is it just my brain resisting change?

Because not every disruption is bad—but our instinctive reaction to them can be.

How to navigate cognitive dissonance as a leader

If cognitive dissonance is so common, why don’t more leaders notice it? Because the brain works hard to protect us from discomfort. Instead of confronting inconsistencies, we often:

• Justify past decisions – "It wasn’t a mistake; it was just bad timing."
• Blame external factors – "That project failed because the market wasn’t ready, not because we misread the demand."
• Avoid new information – "I don’t need more feedback—I know what’s best for the company."

The stronger your personal investment in a belief or decision, the harder it is to change course. And the more public the commitment, the more cognitive dissonance comes into play—because reversing a decision can feel like losing credibility.

The best leaders aren’t immune to cognitive dissonance—they just get better at recognising when it’s happening and adjusting accordingly. Instead of doubling down on flawed decisions or ignoring the discomfort, they use it as a signal to reassess, learn, and improve.

Here’s how to build that skill:

1. Pause and check for internal conflict

Cognitive dissonance often shows up as a gut feeling—discomfort, defensiveness, or an urge to shut down opposing views. When you feel resistance creeping in, stop and ask yourself:

• Am I reacting to protect my ego, or is there something I need to reconsider?
• Am I feeling uncomfortable because I’m wrong, or because I don’t want to admit I might be wrong?

The key isn’t to second-guess yourself at every turn but to recognise when discomfort is a sign that something needs closer examination. Strong leaders don’t avoid these moments—they lean into them.

2. Seek diverse perspectives

One of the best ways to challenge cognitive dissonance is to actively invite different viewpoints. If you only surround yourself with people who think like you, it’s easy to convince yourself you’re always right. Encouraging open dialogue and constructive dissent helps expose blind spots before they turn into bigger problems.

This isn’t just about listening—it’s about really considering other perspectives. Ask yourself:

• Am I genuinely open to being challenged, or am I just waiting to defend my position?
• Who on my team sees this differently, and what can I learn from their perspective?

The goal isn’t to be agreeable—it’s to make the best possible decision with all available information.

3. Reframe mistakes as learning opportunities

One of the biggest causes of cognitive dissonance is the fear of admitting a mistake. It’s easier to justify a bad decision than to acknowledge it and pivot. But great leaders don’t need to be right all the time—they need to get things right.

When faced with a mistake or a strategy that isn’t working, instead of thinking: “How do I defend my past decision?”, try asking “What can I learn from this? How do I adjust to move forward?”

Leaders who own their mistakes and course-correct earn more respect than those who dig in out of pride. Admitting an error doesn’t make you weak—it makes you credible.

4. Make dissonance part of your leadership conversations

Cognitive dissonance isn’t just an individual challenge—it happens at the team level too. The best leaders normalise the idea that internal conflicts happen, encouraging their teams to reflect on when they might be experiencing it themselves.

Some ways to integrate this into your leadership:

• Create space for reflection – In team meetings, ask: What’s something we’re holding onto that no longer serves us?
• Encourage debate – Instead of aiming for consensus, push for discussion: Who sees this differently? What are we missing?
• Check alignment – If a decision feels off, ask: Does this align with our values and strategy, or are we just justifying it because we’ve already committed?

When teams get comfortable with challenging their own assumptions, they make better, stronger decisions—without getting stuck in ego or defensiveness.

Key takeaways: how cognitive dissonance shapes leadership

• Cognitive dissonance is the tension between beliefs and actions, and it affects leadership decisions daily.
• Left unchecked, it can lead to poor choices, resistance to feedback, and an inability to course-correct.
• The strongest leaders don’t avoid dissonance—they recognise it, reflect on it, and use it to grow.
• Practical steps like pausing for self-reflection, encouraging diverse perspectives, and reframing mistakes help leaders stay adaptable.

Great leadership isn’t about always being right—it’s about being willing to change when needed.

So here’s the challenge: the next time you feel discomfort around a decision or piece of feedback, instead of rationalising it away, ask yourself—what’s really going on here?