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Cristiano Guarana - Indiana University, Kelley School of Business. Bloomington, IN, US

Cristiano Guarana Cristiano Guarana

Assistant Professor | Indiana University, Kelley School of Business

Bloomington, IN, UNITED STATES

Cristiano Guarana is an expert in how leaders and followers’ limited attentional resources affect complex organizations.






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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)

Corporate Leadership


Areas of Expertise (4)





Accomplishments (7)

Outstanding Reviewer Award, Organizational Behavior (OB) Division of the Academy of Management (professional)


Finalist for the Best Paper, Managerial and Organizational Cognition (MOC) Division of the Academy of Management (professional)


Winner of the Best Student Paper, Managerial and Organizational Cognition (MOC) Division of the Academy of Management (professional)


Outstanding Reviewer Award, Managerial and Organizational Cognition (MOC) Division of the Academy of Management (professional)

2015, 2014, and 2013

Finalist for the Best Paper, Human Resources Division of the Academy of Management (professional)


Outstanding Teaching Award, University of Washington (professional)


Weidler Scholar Award for Academic Performance, The Ohio State University (professional)


Education (4)

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 (6)

If you want to be a more productive employee or a better boss, rethink your sleep schedule

Business Insider  online


Team leaders' lack of sleep could even diminish their perceived charisma in the eyes of their employees, according to another study by Barnes, along with Cristiano L. Guarana, Shazia Nauman, and Dejun Tony Kong, published in May 2016.

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This Is What Happens To Your Brain When You Work On Less Than 6 Hours Of Sleep

HuffPost  online


If you’re in charge of others at work, it is imperative for you to get enough rest to be a good manager. A 2017 study led by management researchers Cristiano Guarana and Christopher Barnes measured the sleep of 40 managers and their 120 direct reports and the quality of the relationships between them during the first three months of working together.

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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”...

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Research: Sleep Deprivation Can Make It Harder to Stay Calm at Work

Harvard Business Review  online


When new managers and their employees meet for the first time, they begin to forge their working relationship, which will be a crucial factor in how they both experience work, how much they trust each other, and how effectively they can work together. You may have a direct report that you hold in high regard, whom you give the most important tasks to, and spend the most time mentoring.

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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...

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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...

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Articles (6)

A chronotype circadian model of charismatic leadership expressions and perceptions

The Leadership Quarterly

2021 We investigate the impact of the circadian process (24-h biological cycles that influence sleep/wake periods) and chronotypes (individual differences in the timing of those cycles) in charismatic leadership. We theorize that the expressions of charismatic signals by leaders, and the perceptions of those signals by followers are influenced by the circadian process.

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The effects of blue-light filtration on sleep and work outcomes

Journal of Applied Psychology

2020 In this article, we investigate the effects of blue-light filtration on broad attitudinal and behavioral outcomes (i.e. work engagement, organizational citizenship behavior, and counterproductive work behavior). Drawing on recent developments in the circadian process literature and its related research on chronobiology, we propose that a cost-effective sleep intervention can improve multiple organizationally relevant outcomes.

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The race discipline gap: A cautionary note on archival measures of behavioral misconduct

Organizational Behavior and Human Decision Processes

2020 Research on employee misconduct has increasingly adopted behavioral measures in field settings, such as archival organizational records, to circumvent potential issues of external validity and social desirability associated with laboratory experiments and self-reported surveys.

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Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement

Journal of Organizational Behavior

2019 This paper advances the understanding of managerial voice endorsement based on a self‐regulation perspective. We suggest that although managers might potentially benefit more from employees' upward voice when they are more depleted, they are paradoxically less likely to diligently process or endorse such voice under ego depletion.

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Archival research: Expanding the methodological toolkit in social psychology

Journal of Experimental Social Psychology

2018 Laboratory experiments have many benefits and serve as a powerful tool for social psychology research. However, relying too heavily on laboratory experiments leaves the entire discipline of social psychology vulnerable to the inherent limitations of laboratory research. We discuss the benefits of integrating archival research into the portfolio of tools for conducting social psychological research. Using four published examples, we discuss the benefits and limitations of conducting archival research.

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Building sense out of situational complexity: The role of ambivalence in creating functional leadership processes

Organizational Psychology Review

2014 There is growing consensus among scholars that the organizational environment has become increasingly complex, dynamic, and socially demanding. Leaders and followers navigate through a cognitive paradox where assessments of the situation can be at once cognitively overpowering and cognitively deceiving.

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