Research Links Poor Sleep to Increased Workplace Conflict with Managers

The study, which involved collaboration with the University of South Carolina and the Walter Reed Army Institute of Research, found that employees experiencing inadequate rest are much more prone to conflict with superiors than with peers or subordinates. This conclusion is based on data collected from U.S. Army soldiers and examines how fatigue influences conflict within organizational hierarchies.

The key finding reveals that while poor sleep generally raises the likelihood of interpersonal friction, the escalation is most pronounced in upward interactions. When employees get sufficient sleep, conflicts remain minimal, regardless of the participants' ranks. However, as sleep quality decreases, arguments with supervisors increase significantly compared to disputes among peers.

The study, titled "Sleep and Strife: The Effects of Sleep on Conflict within Organisational Hierarchy," was published in August 2026.

Brian Gunia, a professor at Johns Hopkins Carey Business School, explains that the mechanism behind the increased conflict is self-control, which is crucial in interactions with senior colleagues. Engaging with higher-ranking individuals often requires greater behavioral regulation, which can be compromised by lack of sleep. Gunia states that maintaining workplace norms necessitates more self-control, which sleep problems can hinder.

He emphasizes that the stricter behavioral standards for upward interactions make the impact of diminished self-control more visible in these situations, whereas peer-level interactions are less affected due to weaker social expectations. "Employees starved for self-control simply find it harder to follow those workplace norms," Gunia added.

The researchers note that interpersonal friction can damage organizational performance by hindering collaboration, thereby affecting morale, productivity, and retention. This concern is particularly critical in high-stakes fields such as healthcare, emergency services, and aviation, where fatigue-related conflict can have severe consequences.

To mitigate issues related to poor sleep, the researchers suggest implementing a strategy called sleep leadership, which encourages managers and HR teams to promote healthy rest among employees. Prior studies have shown that such initiatives can improve sleep quality and may also help reduce upward conflict that can disrupt team cohesion.

Organizations are advised to take practical steps such as reviewing staffing schedules, clarifying after-hours communication norms, and integrating fatigue management into employee wellbeing strategies. The research underscores the importance of recognizing the potential for increased conflict and encourages organizations to foster healthy sleep patterns while avoiding excessive demands on staff, especially those in high-hierarchy roles.