Sleep deprivation impairs team performance and cohesion
Team members acted more selfishly than cooperatively after 21 h of total sleep deprivation, resulting in poorer team dynamics. Distributed team members were no longer able to engage effectively with their teams after 36 h of total sleep deprivation due to fatigue, which was associated with poorer distributed team performance and cohesion. These findings show impairments for distributed teams who operate with severe fatigue in safety-critical working environments.
Authors
- Siobhan Banks (ORCID: https://orcid.org/0000-0002-7489-0929)
- E Greer (ORCID: https://orcid.org/0000-0002-2431-3816)
- Linda Grosser (ORCID: https://orcid.org/0000-0002-6575-2532)
- Raymond W. Matthews (ORCID: https://orcid.org/0000-0002-3221-0358)
- Steven R. Hursh (ORCID: https://orcid.org/0000-0002-5391-2842)
- Peter G. Roma (ORCID: https://orcid.org/0000-0001-5533-8445)
- Mikaela Owen (ORCID: https://orcid.org/0000-0002-8346-6943)
Institutions
- Johns Hopkins University (US)
- University of South Australia (AU)
- Johns Hopkins Medicine (US)
- Behavioral Pharma (United States) (US)
- Department of Human Services (US)
- Institutes for Behavior Resources (US)
- CAE Solutions (United States) (US)
- The University of Adelaide (AU)
- Rice University (US)
Publication Details
- Journal
- SLEEP
- Published
- 2025-09-23
- DOI
- https://doi.org/10.1093/sleep/zsaf288
- Citations
- 1
- Primary Topic
- Human-Automation Interaction and Safety
- Type
- article
- Field-Weighted Citation Impact
- 2.44
Funders
- Thales Group