Professor Guarana has joined the Kelley School of Business as an Assistant Professor in the Department of Management and Entrepreneurship. He earned his PhD (Management) in 2015 from the University of Washington and worked as post-doctoral researcher at the University of Virginia for two years. Professor Guarana’s research examines how leaders and followers’ limited attentional resources affects decisions, relationships, and behaviors in complex organizational contexts. Prior to entering academia, Professor Guarana was an entrepreneur and played professional basketball in Brazil.
Industry Expertise (2)
Areas of Expertise (5)
Outstanding Reviewer Award. Organizational Behavior (OB) Division of the Academy of Management
Finalist for the Best Paper. Managerial and Organizational Cognition (MOC) Division of the Academy of Management
Winner of the Best Student Paper. Managerial and Organizational Cognition (MOC) Division of the Academy of Management
Outstanding Reviewer Award. Managerial and Organizational Cognition (MOC) Division of the Academy of Management
2015, 2014, and 2013
Finalist for the Best Paper. Human Resources Division of the Academy of Management
Outstanding Teaching Award. University of Washington
Weidler Scholar Award for academic performance. The Ohio State University
University of Washington: Ph.D., Business Administration 2015
Ohio University: M.B.A. 2007
Ohio State University: M.A., Labor and Human Resources 2010
Instituicao Toledo de Ensino: B.A., Economics 2000
Media Appearances (3)
Fatigue and Complacency: The Bane of Inspiration and Innovation
Innovation Excellence online
Oftentimes, when overworked or burnt out, employees and managers find themselves losing sleep and drowning in poor attitudes. In fact, HBR just published research showing that sleep deprivation has a compounding effect on your attitude about work.
“We start from the premise that sleep deprivation would make leaders and followers experience more negative emotions at work (in the form of hostility),” write Cristiano Guarana and Christopher M. Barnes. “You can probably easily remember a time in which you had a short night of sleep and had a bit of a short temper at work the next day. This is a very common experience and is largely driven by the fact that sleep deprivation undermines the parts of your brain involved in regulating emotions”...
Sleep-Deprived Judges Dole Out Harsher Punishments
Harvard Business Review online
We all want to believe that we are fair judges, and that we would be objective when allocating such measures. However, there’s an important factor that could undermine your ability to be fair: sleep. My colleagues — Kyoungmin Cho at the University of Washington and Cristiano Guarana at the University of Virginia — and I wanted to investigate this link. My previous research indicates that sleep deprivation impairs ethical judgment and behavior. And the research literature indicates that sleep deprivation leads to errors in decision making that the decision makers are oblivious to. As I discuss in my TEDx talk, sleep-deprived people are impaired without even being aware that they are impaired...
Research: Sleep-Deprived Leaders Are Less Inspiring
Harvard Business Review online
There are two sides to the charismatic leadership coin: the leader and the follower. In my newest research (conducted with Cristiano L. Guarana, Shazia Nauman, and Dejun Tony Kong), I examine how sleep deprivation can undermine both sides of that coin. Our focus is on the role that emotions play in charismatic leadership...
In this article we examine the effects of manager-subordinate gender match on managerial response to employee voice. Drawing from social comparison theory, we propose that managers high on social comparison orientation respond more favorably to voice expressions that come from opposite-gender subordinates than to those from same-gender ones. Given the importance of social emotions to social comparison processes, we posit that gratitude can play a central role in determining managerial response to voice expressions. In two experimental studies with managers in Brazil (Study 1) and the United States (Study 2), we found consistent support for our hypothesized interactive effect of social comparison orientation and manager-subordinate gender match on managerial response to voice expressions. In addition, we found that managers' experienced gratitude mediated this effect (Study 2). Theoretical and practical implications are discussed.
In this article, we theoretically develop and test the temporal intricacies of job engagement. Drawing on the attention view of social cognition, we examine the interplay of employees’ temporally relevant perspectives of fit (i.e., retrospected, current, and anticipated) within their ongoing membership to the organization. Utilizing field data gathered from a large multinational company over multiple time periods, we found support for a conditional indirect effect model. Specifically, our findings showed that current needs-supply (NS) fit accounted for two of the previously investigated antecedents of job engagement (i.e., psychological meaningfulness and safety), especially when organizational identification was low. Moreover, anticipated perceptions of NS fit fully mediated the influences of psychological meaningfulness and availability on job engagement. The mediating effect relating to psychological availability was also especially pronounced when organizational identification was low. By shedding light on employees’ temporally constructed psychological experiences, our research suggests that job engagement is not only affected by employees’ contemporaneous understandings of their jobs but also influenced by their perceptions of anticipated opportunities.
In this article we investigate the functional effects of ambivalence on decision-making processes. We build on the misattribution literature and recent work on ambivalence to propose that individuals who properly identify the causes of their ambivalence (i.e., identified ambivalence) can systematically process relevant situational cues to make more effective decisions. The results of 4 studies demonstrate that individuals experiencing identified ambivalence are less influenced by cognitive biases (i.e., the framing effect, availability bias, and conjunction bias) than individuals experiencing no ambivalence or felt ambivalence. Notably, we find that contextual awareness accounts for the effect of identified ambivalence on decision effectiveness. We then investigate the role of trait self-control as a specific contingency in our model; our results indicate that identified ambivalence leads to effective decisions when individuals are low in trait self-control. Taken together, we advance theory and offer robust, consistent empirical evidence that explains why and how ambivalence can result in functional outcomes.
Drawing from the sleep and emotion regulation model, and attribution theory, we argue that sleep can influence the quality of the relationship between leaders and their followers. Specifically, we examined the effects of lack of sleep on leader-follower relationship development at the beginning of their dyad tenure. We hypothesized that the negative effects of lack of sleep on relationships are mediated by hostility. Results based on 86 new dyads (first three days of their work relationship) showed support for our hypotheses (Study 1). Results based on 40 leaders and 120 followers over three months (five waves) also showed that lack of sleep influences perceptions of relationship quality via hostility for both leaders and followers (Study 2). Moreover, we found that the direct effects of follower lack of sleep affect leader perceptions of relationship quality in the first month of their dyad tenure but decreasingly so over time; the direct effects of a leader lack of sleep on follower perceptions of relationship quality did not vary based on dyad tenure. Results revealed that individuals are not aware of the impact of their own lack of sleep on other people’s perceptions of relationship quality, suggesting that leaders and followers may be damaging their relationship without realizing it.
We draw from theory on sleep and affect regulation to extend the emotional labor model of leadership. We examine both leader and follower sleep as important antecedents of attributions of charismatic leadership. In Study 1, we manipulate the sleep of leaders, and find that leader emotional labor in the form of deep acting (but not surface acting or authentically experienced positive affect) mediates the harmful effect of leader sleep deprivation on follower ratings of charismatic leadership. In Study 2, we manipulate the sleep of followers, and find that follower experienced positive affect mediates the harmful effect of follower sleep deprivation on follower ratings of charismatic leadership of the leader. Thus, both leader and follower sleep deprivation harm attributions of charismatic leadership, with the regulation and experience of affect as causal mechanisms. (PsycINFO Database Record
Compared to macro-organizational researchers, micro-organizational researchers have generally eschewed archival sources of data as a means of advancing knowledge. The goal of this paper is to discuss emerging opportunities to use archival research for the purposes of advancing and testing theory in micro-organizational research. We discuss eight specific strengths common to archival micro-organizational research and how they differ from other traditional methods. We further discuss limitations of archival research, as well as strategies for mitigating these limitations. Taken together, we provide a toolkit to encourage micro-organizational researchers to capitalize on archival data.