Table 2 Dimensions of leaders' gossip:... | Emerald Publishing

Table 2

Dimensions of leaders' gossip: Functions, outcomes, and boundary conditions

Dimension	Core functions	Expected outcomes	Boundary conditions
Normative Gossip	- Norm enforcement - Cultural signaling	- Stronger adherence to organizational norms - Clearer behavioral boundaries - Increased cohesion	- Strength of organizational culture (Schein, 2010) - Stage of group development (Ajay and Mudiyanselage, 2025) - Leader credibility
Strategic Gossip	- Sensegiving in ambiguous contexts - Soft intelligence gathering	- Improved employee sensemaking - Enhanced leader decision-making - Stronger alignment with organizational priorities	- Organizational change and uncertainty (Maitlis and Christianson, 2014) - Access to informal networks (Michelson et al., 2010) - Digital vs. face-to-face communication context
Ethical Gossip	- Moral signaling - Ethical climate reinforcement	- Stronger perceptions of fairness and trust - Clearer moral expectations - Reduced deviant behavior	- Leader ethical orientation (Brown and Treviño, 2006) - Cultural values (Zhang et al., 2023) - Hybrid/virtual work dynamics (Contreras et al., 2020)

Dimension	Core functions	Expected outcomes	Boundary conditions
Normative Gossip	- Norm enforcement - Cultural signaling	- Stronger adherence to organizational norms - Clearer behavioral boundaries - Increased cohesion	- Strength of organizational culture (Schein, 2010) - Stage of group development (Ajay and Mudiyanselage, 2025) - Leader credibility
Strategic Gossip	- Sensegiving in ambiguous contexts - Soft intelligence gathering	- Improved employee sensemaking - Enhanced leader decision-making - Stronger alignment with organizational priorities	- Organizational change and uncertainty (Maitlis and Christianson, 2014) - Access to informal networks (Michelson et al., 2010) - Digital vs. face-to-face communication context
Ethical Gossip	- Moral signaling - Ethical climate reinforcement	- Stronger perceptions of fairness and trust - Clearer moral expectations - Reduced deviant behavior	- Leader ethical orientation (Brown and Treviño, 2006) - Cultural values (Zhang et al., 2023) - Hybrid/virtual work dynamics (Contreras et al., 2020)