My recent book, Positive Leadership: The Game Changer at Work examines why positivity is so important for leaders, and discusses the negative state of dissonance that affects leadership ability.

Here is an excerpt: 

Dissonance produces poor judgment, disharmony, and ultimately dysfunction (Boyatzis). Under these conditions, our visual field can narrow to as little as 30 degrees, depending on the severity of the threat. We get fixated only on what’s right in front of us—often making poor decisions—because we lack the advantages of peripheral vision (greater data input)…When we’re in dissonance we’re fixated on “the threat” (not necessarily simply a physical threat; the threat could be a complaint, an overdue report, a missed sales quota, etc.). And in the state of dissonance caused by constant stress, we are literally out of tune! One sure-fire test of whether or not a leader is in the state of dissonance: The leader thinks that s/he’s surrounded by “jerks” who don’t pull their own weight—in contrast to the leader, of course!

Unfortunately, dissonance is not some rare leadership disease. Rather, Boyatzis says, dissonance is the “default” for all of us. Why? Because the amygdala is always on alert! It’s hard-wired into our brains. As leaders we must work to counter this dissonance default because its effects on everyone are staggering. Stress creates “tunnel vision” and makes leaders vulnerable to huge judgment errors and mistakes. Dissonant leaders jump to conclusions, get defensive, and create stress both in themselves and in others. Comedian Danny Thomas once said that he knew a woman whose favorite position was “beside herself” and whose favorite sport was “jumping to conclusions.” She was clearly in a state of dissonance!

Join me Tuesday, October 29 at 2:00 p.m. ET for a webcast on key research-based principles that will help you be a more effective leader.  Register now at http://webcasts.astd.org/webinar/893.

Read the T+D brief on Positive Leadership: The Game Changer at Work here.