ArticleSleep2026
Sleep deprivation impairs team performance and cohesion.
Article in Sleep, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
2 citing papers in PubMed.
- Article
- Fatigue-related factors and perceived team functioning in United States Navy Surface Forces.Sleep advances : a journal of the Sleep Research Society · 2026Article
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Authors and funding
7 authors.
Funding
Abstract
STUDY
objectivesTeams that work together across location, time, and organization are known as "distributed teams." These teams often work in demanding environments that are stressful and fatiguing due to extended periods of wakefulness, intense work, and working during night hours. The aim of this study was to examine the impact of prolonged wakefulness on team performance and cohesion.
methodsN = 22 healthy young individuals (M = 22.60, SD = 4.41 years, 11f) participated in a 5-day laboratory study with 62 h of wakefulness. Throughout the sleep deprivation period, four-person distributed teams completed the Capturing Objective Human Econometric Social Interactions in Organizations and Networks (COHESION) team task while physically isolated from one another. This task assessed cooperation, productivity, individual performance, team performance, and team dynamics. Fatigue and self-reported measures of team cohesion were also administered.
resultsThere were statistically significant changes in team member cooperation and team dynamics across the sleep deprivation period (p < .05, ƞp2 > 0.14), with steep declines in cooperation and team dynamics after 21 h of prior wake. There were statistically significant productivity, team performance, and team cohesion over the sleep deprivation period (p < .05, ƞp2 > 0.14), with deficits after 36 h of wake.
conclusionsTeam 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.
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Registered trials
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