Meta-analytical studies show that sleep deprivation is a potent inhibitor of performance at the workplace. It worsens mood and concentration, resulting in more frequent accidents at work, absences and other types of counterproductive work behaviour.
There are systematic and individual differences in sleep quality in humans. Like any other psychological trait or behaviour disposition, these differences may be due in part to genetic factors.
This suggests that in addition to general parameters, the adequacy or lack of sleep and its quality may depend on the specific conditions of individuals (including age and general health, but also their unique personalities and biological configurations).
We often hear that certain exceptional people who are successful in their field tend to sleep very little and are doing well because of this. However, such comparisons are seldom supported by science and certainly cannot be generalised.
What is known about the real connection between sleep and work?
Sleep problems precede problems at work. Many psychological studies suggest performance problems are often preceded by sleep disorders during the school and university years, which then continue in one's employment. Related research showing strong causal links between sleep problems and clinical problems even in childhood suggests school and academic performance is significantly lower among students with sleep problems and is widespread among students.
Given that learning, including how well students perform in school and academic examinations, is a major gateway to subsequent employment, these disorders clearly have long-term consequences, which are then gradually reflected in the high demands of one's career.
Interestingly, meta-analytic reviews suggest that simply delaying the start time can lead to a significant improvement in students' sleep patterns, probably because young people have a natural tendency to go to bed later. For employees, quality sleep does actually increase their involvement and productivity.
Companies invest hundreds of thousands in increasing the level of engagement, satisfaction and productivity of their people. Most of this money goes to improving office space, the menu and the ergonomics of the workplace - all of which is fine. However, there is not much awareness among companies about the importance of sleep quality, which is the driving force behind employee involvement.
Importantly, unlike a number of engagement factors, sleep is under the control of each employee. Of course, management also plays a big role: incompetent managers tend to stress and alienate employees and destroy their quality of sleep. Conversely, good leadership mitigates some of the harmful effects caused by bad working habits. For this to happen, leaders must not only be competent, but also ensure they themselves are not deprived of quality sleep and avoid inconsistent sleep patterns. Not surprisingly, the multiplier effects of both sleep quality and leadership quality are emerging; the lack of both can be particularly destructive for the entire organisation.
So yes, more (and better) sleep is generally much better for your career, and the sooner you start to improve your sleep habits, the more you can expect.
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