Gossiping the (recipient's) day away: The impact of supervisor-directed gossip on recipients' rumination, sleep quality, vitality, and work outcomes.

Despite gossip research's predominant focus on gossipers and gossip targets, existing theoretical views and the limited yet important empirical studies converge to suggest that gossip benefits its recipients. Our research builds on conservation of resources theory to shift this consensus by examining the negative effects of supervisor-directed gossip on recipients. We theorize that hearing negative supervisor-directed gossip triggers both cognition- and affect-focused rumination, which consume resources, and we develop a research question around the moderating role of hearing positive supervisor-directed gossip.

Why and When Team Reflexivity Contributes to Team Performance: A Moderated Mediation Model.

Team reflexivity has gained popularity as a phenomenon of interest in team research, but mixed theorizing around the relationship between team reflexivity and team performance indicates that the relationship is not fully understood. In an effort to improve our understanding and explain why and when team reflexivity will be conducive to team performance, we examine the role of team diversity as a possible boundary condition and of team decision quality as an explanatory mechanism. Using survey data from 82 teams with 82 leaders and 194 team members, we find that team decision quality is a partial mediator of the relationship between team reflexivity and team performance and that team diversity strengthens this mediating relationship.

Getting ahead, getting along, and getting prosocial: Examining extraversion facets, peer reactions, and leadership emergence.

Drawing upon socioanalytic theory of personality, we hypothesize and test inverted U-shaped relationships between team members' assertiveness and warmth (labeled as the "getting ahead" and "getting along" facets of extraversion) and peers' reactions (i.e., advice seeking by peers and peer liking, respectively) that, in turn, predict members' emergence as informal leaders in self-managed teams.