Gossip Gone Toxic: The Dual Role of Self-Esteem and Emotional Contagion in Counterproductive Workplace Behavior

Abstract

Grounded in the Conservation of Resources (COR) theory, this study investigates how negative workplace gossip (NWG) influences counterproductive work behavior (CWB) in the hospitality industry. It further examines the mediating role of self-esteem and the moderating influence of emotional contagion in shaping this relationship. While prior research has predominantly treated NWG as a social stressor or reputational threat, this study extends the COR theory by explicitly modeling the resource depletion mechanism, specifically, the erosion of self-esteem as a key pathway linking NWG to CWB. By doing so, it posits that gossip erodes self-esteem, a fundamental psychological resource that eventually leads to behavioral retreat or revenge. Within the COR framework, the study also presents emotional contagion as a unique moderating variable, emphasizing how individual differences in emotional susceptibility may either accelerate or buffer the process of resource loss. Data was collected from 437 employees working in five-star hotels in Sharm El-Sheikh using a structured questionnaire. Analysis via PLS-SEM revealed that NWG significantly increases CWB, both directly and indirectly, by undermining employees’ self-esteem. Additionally, self-esteem was found to mediate the NWG–CWB link, while emotional contagion moderated the impact of NWG on self-esteem, suggesting that individuals with better emotional regulation can maintain self-worth in the face of workplace gossip. The study offers both theoretical and practical insights, highlighting the value of incorporating emotional contagion within the COR theory to understand and manage gossip-induced stress. It also underscores the importance of emotional intelligence and HR practices such as training and selection in minimizing the harmful effects of gossip at work.

1. Introduction

Counterproductive work behavior (CWB) is defined as deliberate negative behaviors that violate core organizational norms and pose a risk to the organization (e.g., tardiness, absenteeism, or theft) and/or its members (e.g., saying something hurtful and acting rudely) (Rosalina & Jusoh, 2024). CWB can have serious economic, sociological, and psychological consequences for companies in the workplace (Ghasemi, 2024).

The complex work environment of today’s hospitality business, including continuous customer needs, is one of the leading causes of stress for employees. Extended and “anti-social” work hours, ongoing client interaction, and emotional labor are the main sources of stress for frontline staff. Additionally, service professionals experience a range of emotions when interacting with clients, colleagues, and superiors (Gong et al., 2020). These stressful conditions have a significant impact on the motivation and productivity of frontline employees (Haldorai et al., 2022). Hence, negative workplace gossip (NWG) includes distributing bad information regarding numerous aspects of the gossip target’s personality or actions (Martinescu, 2024), which is considered as a type of work demand that may cause unfavorable behavior like CWB.

Because the hospitality business depends so heavily on cooperation, staff morale, and providing excellent customer service, negative workplace gossip is a particularly serious problem in this sector (Cheng et al., 2024). Due to the numerous direct, in-person encounters they have with visitors, hospitality staff members’ emotional and psychological health is crucial to providing excellent customer service (Li et al., 2018). By fostering a toxic social climate that raises stress levels, erodes team trust, and strains professional relationships, NWG can jeopardize this well-being (Hameed et al., 2025). Such deterioration in team dynamics impairs coordination and collaboration, which are vital for efficiently managing fast-paced, customer-centric operations. When employees are distracted or demoralized by gossip, their focus on quality of service suffers, leading to lower customer satisfaction and potential revenue losses (Abdulaziz et al., 2025; Babalola et al., 2019). Consequently, NWG is a pressing issue that has to be addressed by researchers and practitioners alike since it not only hurts individual workers but also compromises the general efficacy and reputation of hospitality businesses.

Negative workplace gossip (NWG) and how employees react to it are influenced by organizational culture, dominant societal norms, and managerial practices in the Egyptian hotel business. The sector is characterized by hierarchical structures and high power distance, where informal communication channels often serve as substitutes for limited upward feedback mechanisms (M. A. Khan et al., 2025). This dynamic can encourage gossip as a means of expressing dissatisfaction or negotiating influence.

The Conservation of Resources (COR) theory (Hobfoll, 1989) provides a robust framework for understanding how negative workplace dynamics deplete employees’ psychological resources and shape behavioral outcomes. According to COR, individuals strive to obtain, retain, and protect valued resources, and when these resources are threatened or lost, stress reactions and maladaptive behaviors emerge (Bardoel & Drago, 2021). Negative workplace gossip represents a subtle yet pervasive social stressor that undermines employees’ social standing, dignity, and sense of belonging. Such gossip often conveys derogatory evaluations that signal rejection and erode one of the most vital personal resources (self-esteem) (Wang et al., 2025).

A decline in self-esteem reflects a significant loss in psychological capital, leaving employees vulnerable to stress and prompting compensatory responses. In this context, counterproductive work behavior (CWB) may surface as a defensive attempt to cope with or retaliate against resource loss (Omar Ahmed & Zhang, 2025). However, the impact of negative gossip is not uniform across individuals. Emotional contagion, the tendency to absorb and mirror others’ emotions, can intensify the resource-depleting effect of gossip (Khalid et al., 2025). Workers who are particularly vulnerable to emotional contagion may absorb the negative sentiment that is expressed in the workplace, which would worsen the blow to their self-esteem and, as a result, increase the possibility that they will participate in CWB (Elshaer et al., 2025b).

Prior research tested the effects of gossip on employee behaviors such as service sabotage (Zhang & Zheng, 2024), information concealment (A. G. Khan et al., 2023), and career advancement (Cheng et al., 2024). Previous research attempted to provide strategies to avoid the harmful consequences of negative gossip by utilizing organizational justice (A. G. Khan et al., 2023), feedback-seeking behavior (Arun Kumar & Vilvanathan, 2024), and trait mindfulness (Alqhaiwi et al., 2024). Moreover, previous studies of management have underlined the importance of considering employees’ emotions when dealing with CWB. However, Prior hospitality research has disregarded emotions to overcome CWB (Jahanzeb et al., 2021; Krishna et al., 2024; Yao et al., 2020). This reduces hotels’ ability to handle NWG, reducing its influence on the targeted personnel.

The majority of previous research on counterproductive work behavior (CWB) and negative workplace gossip (NWG) has concentrated on environmental or external variables such as social exclusion (Liang et al., 2022), perceived unfairness (Lee et al., 2022), or breach of trust (Sabir et al., 2024). However, they have mostly ignored psychological processes at the individual level, such as self-esteem, which are essential to comprehending behavioral reactions and may be severely damaged by gossip (M. Liu et al., 2024). In the Conservation of Resources (COR) theory, self-esteem is a fundamental personal resource that is still not well understood.

Moreover, the current study utilizes emotions to overcome the consequences of NWG. Hence, the current study examines the role of emotional contagion as an emotional resource to buffer the negative effect of NWG on self-esteem. Emotional contagion is the transfer of one person’s emotions to another; those who have strong emotional contagion share others’ emotions and react emotionally to their experiences (Prochazkova & Kret, 2017). Examining emotional contagion and self-esteem is, therefore, both relevant and essential to understanding the intricate, person-centered processes that connect NWG to CWB. Their inclusion provides a more comprehensive and nuanced understanding of how interpersonal pressures impact behavior at work, particularly in fields where team dynamics and emotional labor are crucial (Elshaer et al., 2025a).

To conclude, the research aims are firstly to examine the direct effect of NWG on CWB; secondly, to test the effect of NWG on self-esteem, and thirdly, the effect of self-esteem on CWB; fourthly, to examine the mediating effect of self-esteem between NWG and CWB; and finally, to examine the moderating effect of emotional contagion between NWG and self-esteem.

This paper contributes to theory, as we propose emotional contagion as a moderator to buffer the negative effect of NWG on CWB. Second, by applying the COR theory to the hospitality management literature, this study expands our knowledge of the dynamics by which NWG affects CWB in an emotionally demanding work environment. Additionally, this article emphasizes the importance of self-esteem in avoiding the detrimental consequences of NWG. Finally, the findings suggest various practical and management consequences, such as how to cope with NWG. The study presents facts and new insights for managers and supervisors about the potential and negative effects of workplace gossip. Furthermore, our findings highlight the importance of educating employees to reframe events as a challenge rather than a stressful circumstance in order to decrease harmful workplace gossip. In addition, it confirms the importance of having emotional intelligence competencies to overcome NWG.

2. Underpinned Theory and Hypotheses Development

2.1. Conservation of Resources (COR) Theory

The working environment includes two components: demands and resources. Demands are psychological or physical stressors involved with the process of health impairment, whereas resources are organizational, psychological, and social variables that help people achieve their goals and lessen demands. Stress is caused by an imbalanced distribution of demand and resources. As a result, previous studies have suggested that NWG could be interpreted as an emotional demand that starts as a stressful process (Wu et al., 2018), directing employees to respond in form of defensive behaviors.

According to the COR theory, when faced with stressors, employees will try to conserve and minimize resource loss (conservation) or gain resources necessary for their routines and responsibilities (Bass et al., 2023). NWG is a stressor over which employees have little control. According to this hypothesis, when employees are put in stressful situations that may result in the loss of personal resources such as energy, cognitive, and emotional resources, they become motivated to save their remaining resources (Hobfoll et al., 2018). Gossip, as a social phenomenon, can directly threaten such resources. Negative gossip may undermine employees’ self-esteem, which represents a critical personal resource tied to self-worth and identity in the workplace (Song & Guo, 2022). Employees may lose resources if they believe that gossip is casting doubt on their competency or reputation. This can lead to stress and defensive coping mechanisms (Yao et al., 2020).

Consequently, under conditions such as NWG, employees will lose valuable resources like self-esteem, causing them to engage in CWB to reserve their remaining resources and prevent further resource depletion. Moreover, CWB may also be used to retaliate against a gossiper (Ampofo & Karatepe, 2025).

However, the COR hypothesis predicts that people with more valuable resource reserves are better suited to deal with stressors like NWG and are less prone to enter loss spirals (Hobfoll et al., 2018). This theory element helps to explain the moderating impact of emotional contagion. Emotional contagion is the transfer of one person’s emotions to another. According to Prochazkova and Kret (2017), those who have strong emotional contagion share others’ emotions and react emotionally to their experiences. According to Lu and Hong (2022), emotional contagion is a human vulnerability, and individuals who are readily aroused have a more difficult time emotionally dealing with stressful events. According to a study, when employees experience unpleasant emotions, emotional contagion can lead to stress and undesirable outcomes (Petitta et al., 2017). However, when emotional contagion is positive, it correlates with employee well-being (Xerri et al., 2023). Consequently, emotional contagion is expected to moderate the relationship between NWG and self-esteem, as high emotional contagion is expected to dampen the effect of NWG on self-esteem; however, low emotional contagion is expected to buffer the negative effect of emotional contagion on self-esteem.

Overall, examining self-esteem and emotional contagion through the lens of COR highlights why they are appropriate mechanisms. While emotional contagion shows how resource dynamics develop interpersonally within social networks, self-esteem reflects the human aspect of resource vulnerability. Together, they illustrate how, when handled properly, workplace gossip may either promote resource conservation or spirals of resource loss.

2.2. The Interplay Among NWG, Self-Esteem, and CWB

Gossip is defined as casual, evaluative discourse between organization members regarding non-present members (Fan & Dawson, 2022). Workplace gossip is widespread in firms. There are various reasons why employees gossip, including obtaining information, developing relationships, social enjoyment, and influencing others (Hartung et al., 2019). NWG (talking negatively about personal information like behaviors, qualities, and performance) jeopardizes reputation, respect, and dignity, and the psychological health of target employees (Akgunduz et al., 2023). NWG primarily creates unfavorable impressions, which induce additional cognitive, emotional, and behavioral reactions based on negative reasons (A. G. Khan et al., 2023). It also causes reputational damage, loss of trust, stress, and low morale (Cheng et al., 2024).

The term CWB refers to willful acts that harm or attempt to harm organizations or individuals inside them (Sharif et al., 2022). These behaviors can be overt, such as leaving the office early without permission, taking longer breaks than necessary, mistreating co-workers, making others appear bad in public, as well as failing to follow instructions, doing work inadequately, or intentionally being late (De Clercq et al., 2021). They may also include violations of corporate policy, breaking the law, and disregarding societal standards (Junça Silva & Martins, 2023; X. Liu et al., 2023).

The impact of CWB on both individuals and enterprises has increased (Elshaer et al., 2025a). CWB has a negative impact on how customers rate the quality of services they receive, lowering customer happiness and loyalty and reducing long-term profitability. The hospitality sector, with its uncertain work hours, irregular financial returns, and perceived unfair workloads, may motivate these behaviors (Wallace & Coughlan, 2023).

In the light of the COR, employees’ exposure to stressful situations consumes their resources, consequently activating the tendency to save their remaining valuable resources (Qian et al., 2024). Additionally, drawing on the COR, receiving NWG damages reciprocity among employees. As a result, targets will resent colleagues and retaliate against them by CWB (Chen & Zhang, 2025). Moreover, employees may conceal knowledge as a form of CWB when they perceive a lack of reciprocity, because knowledge and expertise are unique resources that can help them achieve work goals and gain a competitive advantage (Jiang et al., 2022). Hence, the following can be proposed:

H1. 

NWG positively affects CWB.

Self-esteem is defined as an overall evaluation that determines an individual’s self-worth, self-respect, and self-acceptance. Self-esteem is one of psychology’s most divisive concepts. Individuals with higher self-esteem are more likely to have confidence in their ability than those with lower self-esteem (Orth & Robins, 2022).

Research has consistently shown that NWG has a detrimental impact on employees’ self-esteem, which reflects their perceived value as organizational members (Wu et al., 2018; Zhou et al., 2019). NWG creates a toxic environment in which employees feel undervalued and isolated, further weakening their self-esteem (Song & Guo, 2022). Such environments promote a series of negative effects, including less inventive behavior, organizational citizenship, and information sharing (Zou et al., 2020).

NWG, especially received from supervisors, includes feedback, which can help employees understand and evaluate their performance. NWG received from supervisors regarding targets’ performance affects their self-esteem (Jelić, 2022). NWG’s perspective essentially represents the belief that other members of the organization have a poor opinion of the person being gossiped about (Guo et al., 2021), implying that NWG may have a detrimental impact on self-esteem. Hence, the following is hypothesized:

H2. 

NWG affects self-esteem negatively.

The COR hypothesis states that workers who are under stress take defensive measures to save their remaining energy for controlling their emotions and carrying out their duties efficiently. Consequently, CWB may be adopted due to continuous resource expenditure without proper replenishment (Shen & Lei, 2022). According to the COR theory, resource loss is psychologically upsetting and can prompt defensive responses to prevent additional resource depletion (Tahir et al., 2024). When employees feel ego depletion as a result of NWG, they may engage in CWB as a maladaptive coping technique and a means to conserve energy for other goals. For example, Zhou et al. (2019), found that decreased self-esteem, caused by NWG, discourages employees from engaging in innovative and knowledge-sharing behaviors. As self-esteem declines, employees may become more concerned with self-preservation, lowering their propensity to participate in organizational knowledge exchange and instead turning to knowledge hiding (CWB).

However, the COR hypothesis predicts that people with bigger resource reserves are better able to deal with stressors such as NWG and are less likely to enter a loss spiral (Hobfoll et al., 2018). Similarly, (Agarwal et al., 2023) hypothesized that self-esteem serves as a protective buffer against harmful workplace behaviors such as information concealment (CWB) by increasing resilience and psychological safety. Employees with stronger self-esteem are less likely to see workplace pressures or poor leadership behaviors as threats, lessening their desire to conceal knowledge.

Moreover, employees with high self-esteem think more positively about themselves, have clearer and more certain self-concepts (Abdulghani et al., 2020), and experience less emotional pain when faced with unexpected outcomes (Heath et al., 2020). As a result, people with high self-esteem have stronger relationships and leave a better impression on others than those with low self-esteem. People with poor self-esteem, who are typically cautious to self-disclose and have difficulties establishing satisfactory relationships (Forest et al., 2023), are more likely to face rejection and become the target or victim of NWG. Overall, the following can be assumed:

H3. 

Self-esteem affects CWB negatively.

H4. 

Self-esteem mediates the association between NWG and CWB.

2.3. The Moderating Effect of Emotional Contagion

Emotions are a set of endogenous and exogenous inputs to certain neural systems that result in internal and external expressions (Oggiano, 2022). Emotions are subjective feelings that people interpret intellectually and manifest in distinct physiological ways. According to emotional contagion theory, people “catch” the emotions of others, often unconsciously. Zablah et al. (2017), define primitive emotional contagion as the synchronization of two parties’ vocalizations, postures, movements, and facial expressions. As a result, the two parties’ emotions become more similar.

On one side, emotional contagion is a source of stress caused by employees’ inadequate emotional regulation. As a result, it may cause unpleasant feelings such as anger or anxiety, which can have a negative impact on well-being (Williams et al., 2024). On the other side, humans’ ability to manage their emotions (low emotional contagion) reduces unpleasant feelings like worry, rage, and impatience while increasing positive emotions like delight. Researchers have primarily examined general positive and negative affect and discovered that while negative affect produced the opposite results, positive affect correlated positively with well-being and job satisfaction and negatively with stress, depression, and burnout (e.g., Rouxel et al., 2016).

NWG reflects a resource loss because employees are ashamed of poor evaluations from co-workers and hence must devote time and effort to dealing with the talk. NWG results in emotional exhaustion, representing a feeling of being emotionally overextended and depleted of emotional resources. Emotional exhaustion is characterized by a loss of vitality and a sense of being an empty “tank” (Rink et al., 2023). Research has consistently shown that NWG has a detrimental impact on employees’ self-esteem, which reflects their perceived value as organizational members (Zhou et al., 2019). NWG creates a toxic environment in which employees feel undervalued and isolated, further weakening their self-esteem (Song & Guo, 2022).

However, the COR hypothesis predicts that people with bigger resource reserves are better able to deal with stressors such as NWG and are less likely to enter a loss spiral (Hobfoll et al., 2018). Consequently, emotional contagion is expected to moderate the effect of NWG on self-esteem. Having high emotional contagion (less emotional regulation abilities) leads to more resource depletion that deepens the negative effect of NWG on self-esteem; however, less emotional contagion (more emotional regulation ability) is expected to provide more resources that help to buffer the negative effect of NWG on self-esteem. Overall, the following can be assumed:

H5. 

Emotional contagion moderates the effect of NWG on self-esteem (i.e., employees with low emotional contagion are less likely to have low self-esteem due to experiencing NWG).

Building on the literature reviewed in the preceding sections, this study introduces a conceptual model (Figure 1) that illustrates the proposed relationships among the study variables.

3. Methods

3.1. Measures

To confirm the credibility and validity of the measurement tool—the survey questionnaire—previously designated scales from previous studies were used. Three items from Chandra and Robinson (2009), were used to assess negative workplace gossip (NWG), which represents a well-established measurement instrument that has been extensively validated and widely employed in prior research (Cheng et al., 2024; Elshaer et al., 2025b). A sample item is “Others communicate damaging information about me to others.” Cronbach’s alpha (α) was 0.840. Counterproductive work behavior (CWB) was measured using a 5-item scale proposed by Jung and Yoon (2012). A sample item is “purposely wasted company materials/supplies.” α was 0.917. Furthermore, the self-esteem (SE) variable was evaluated utilizing 10 items (α = 0.925) borrowed from Rosenberg (1965). Given its strong validity, this scale has been employed in several recent studies (Elshaer et al., 2025b; Grace, 2024). Example item: “I feel that I have a number of good qualities.” Finally, emotional contagion (EC) was gauged using six items (α = 0.921) proposed by (Mehrabian & Epstein, 1972). Although this scale was originally developed some time ago, it has continued to be widely applied in recent studies (Aboutaleb et al., 2025; Elshaer et al., 2025a, 2025b) due to its demonstrated validity and reliability. A sample item is “The people around me have a great influence on my mood.” Following Brislin (1980), guidelines, the original English survey was first translated into Arabic by two bilingual experts, after which a separate team performed a back-translation into English to ensure accuracy and equivalence. A group of 21 academic and professional experts evaluated the questionnaire (as a pilot study) to ensure the participants’ clarity of concepts and suitability. Based on this review, the questionnaire’s content was maintained without any changes.

3.2. Data Collection

The convenience sampling technique was used to collect data from employees of five-star hotels in Sharm El-Sheikh, Egypt. Situated on the Gulf of Aqaba, Sharm El-Sheikh is one of the country’s most prominent international tourist destinations, distinguished by hosting the largest concentration of luxury resorts, five-star hotels, and diving centers in Egypt. The study employed a convenience sampling technique primarily due to practical considerations, including time constraints, cost-effectiveness, and accessibility to participants. Although this method has certain limitations regarding representativeness and generalizability, it has been adopted in hospitality and service research, where random sampling is often difficult to achieve due to access restrictions and operational challenges. Moreover, convenience sampling can be effective when applied to sufficiently large sample sizes (Jager et al., 2017). Accordingly, this limitation was explicitly acknowledged as one of the study’s constraints.

With the assistance of our colleagues in the hotels, the survey link (provided as both URL and QR code) was distributed to hotel managers, who subsequently shared it with their employees during June and July 2025. The purpose of the study was clearly explained, and participants were informed that their involvement was voluntary, their responses would remain confidential and be treated solely for statistical purposes, and that there were no right or wrong answers. Moreover, participants were informed that completing the questionnaire constituted their provision of informed consent.

Four hundred thirty-seven participants finished the survey, and all the responses were deemed valid. The survey utilized a mandatory response feature to ensure completion of each question before proceeding to the next. The first column of Krejcie and Morgan (1970), sample size table—calculated at a 95% confidence level with a 5% margin of error—is widely regarded as a reliable guideline for determining adequate sample sizes across diverse research contexts (Khairy et al., 2025). When the exact population size is unknown, Krejcie and Morgan’s table suggests referring to the next highest listed value. According to this, a minimum sample size of 384 is generally considered sufficient for large populations. Accordingly, the current study’s sample of 437 respondents exceeds this threshold. The study sample consisted of 267 males (61.1%) and 170 females (38.9%), with participants ranging in age from 20 to 60. Most participants (72.3%) held a bachelor’s degree, followed by 16.5% with a middle school qualification.

3.3. Data Analysis

The PLS-SEM through SmartPLS V3.0 was used to test the hypotheses, while descriptive statistics were conducted using SPSS 22.0. PLS was considered suitable for this study as the primary objective was to predict one or more variables rather than validate an existing theoretical framework. Moreover, the PLS approach effectively analyses complex models that include independent (negative workplace gossip), dependent (counterproductive work behavior), mediating (self-esteem), and moderating (emotional contagion) variables. This method involves two key phases: evaluating the outer model and assessing the inner model (J. F. J. Hair et al., 2017).

4. Results

4.1. Test of Common Method Bias (CMB) and Normality

Harman’s single-factor test was utilized to detect any potential bias in the measurement instrument. According to (Podsakoff et al., 2003), common method bias (CMB) is indicated when a single factor accounts for more than 50% of the variance. The analysis showed that a single factor explained 35.952% of the variance, suggesting that CMB was not a concern. Additionally, skewness and kurtosis values were analyzed to evaluate data normality. As presented in

Table 1. The measurement model evaluation results.

Factors and Items	λ	VIF	Mean	SD	SK	KU
Negative workplace gossip (NWG) (α = 0.840, CR = 0.903, AVE = 0.757)
NWG_1	0.878	1.955	3.856	1.113	−0.846	−0.095
NWG_2	0.869	1.965	3.847	1.144	−0.841	−0.159
NWG_3	0.863	2.029	3.753	1.120	−0.789	−0.147
Self-esteem (SE) (α = 0.925, CR = 0.937, AVE = 0.597)
SE_1	0.705	2.636	3.158	1.060	0.238	−0.787
SE_2	0.812	3.462	3.293	1.030	0.212	−0.771
SE_3	0.803	2.891	3.302	1.014	0.070	−0.545
SE_4	0.791	3.186	3.259	1.100	0.315	−0.851
SE_5	0.774	3.209	3.368	1.159	−0.033	−0.994
SE_6	0.734	2.776	3.259	1.042	0.175	−0.835
SE_7	0.779	2.849	3.281	0.987	0.175	−0.683
SE_8	0.774	2.623	3.318	0.944	0.098	−0.381
SE_9	0.782	3.043	3.300	1.055	0.248	−0.750
SE_10	0.769	3.031	3.350	1.143	−0.049	−0.891
Counterproductive work behavior (CWB) (α = 0.917, CR = 0.937, AVE = 0.750)
CWB_1	0.856	2.658	2.979	1.354	−0.225	−1.211
CWB_2	0.878	3.142	3.076	1.353	−0.277	−1.182
CWB_3	0.879	2.836	3.101	1.427	−0.169	−1.304
CWB_4	0.881	3.079	3.178	1.472	−0.220	−1.331
CWB_5	0.836	2.544	3.199	1.278	−0.417	−0.804
Emotional contagion (EC) (α = 0.921, CR = 0.938, AVE = 0.718)
EC_1	0.853	2.744	3.698	1.181	−0.689	−0.520
EC_2	0.825	2.275	3.703	1.200	−0.660	−0.643
EC_3	0.856	2.525	3.767	1.341	−0.611	−1.070
EC_4	0.869	2.898	3.645	1.159	−0.698	−0.485
EC_5	0.867	2.764	3.769	1.236	−0.762	−0.597
EC_6	0.811	2.261	3.705	1.268	−0.768	−0.614

Note: SK = skewness; KU = kurtosis.

the absolute values of skewness and kurtosis for all the items remained within the recommended thresholds of +2 and +7, respectively (Curran et al., 1996), confirming that non-normality was not a problem.

4.2. The Measurement Model

Following the guidance of J. F. Hair et al. (2019), the convergent validity (CV) of the measurement model was assessed through factor loadings (λ), coefficient alpha (α), and construct reliability (CR), all of which should exceed 0.70. Additionally, the average variance extracted (AVE) must be greater than 0.50. As shown in Table 1, the measurement model meets these requirements, confirming the adequacy of CV and ensuring the reliability of the internal model.

Fornell and Larcker (1981), on the other hand,

Table 2. Discriminant validity.

	Fornell–Larcker Criterion				HTMT Matrix
	1	2	3	4	1	2	3	4
Counterproductive work behavior	0.866
Emotional Contagion	0.177	0.847			0.188
Negative workplace gossip	0.544	0.463	0.870		0.617	0.527
Self-esteem	−0.474	−0.402	−0.387	0.773	0.510	0.412	0.423

recommended that discriminant validity (DV) be confirmed when a construct’s AVE surpasses the squared inter-construct correlations. Additionally, the HTMT test, widely used in prior research to evaluate DV, should remain below 0.90 (Gold et al., 2001). As demonstrated in Table 2, the results validate the achievement of DV.

4.3. Structural Model Estimation and Hypotheses Testing

Following the guidelines of J. F. Hair et al. (2019), VIF, R², Q², and Beta coefficients (β) were used to verify the validity of the structural model and confirm the study’s hypotheses. The VIFs varied from 1.955 to 3.462, staying below the 5.0 threshold, confirming the absence of strong correlations between independent and dependent variables, indicating that multicollinearity is not a concern (J. F. Hair et al., 2019). For R², which indicates the proportion of variance in the endogenous construct explained by its corresponding exogenous predictors (Syahrivar et al., 2022), the R² of CWB was 0.265, suggesting that the structural model accounted for 26.5% of its variance. Likewise, self-esteem had an R² of 0.248. The acceptable threshold of R² is 0.20 or higher (J. F. Hair et al., 2019). Accordingly, the explanatory power of the model was accepted. Also, as shown in

Table 3. Hypothesis testing.

Hypothesis			β	t	p	Remark
Direct effect
H1: NWG -> CWB			0.424	9.902	0.000	✔
H2: NWG -> SE			−0.366	6.500	0.000	✔
H3: SE -> CWB			−0.310	6.901	0.000	✔
Indirect mediating effect
H4: NWG -> SE -> CWB			0.113	4.405	0.000	✔
Moderating effect
H5: NWG × EC -> SE			−0.201	4.758	0.000	✔
Counterproductive work behavior	R2	0.378	Q2	0.265
Self-esteem	R2	0.248	Q2	0.130

Note: negative workplace gossip = NWG; self-esteem = SE; counterproductive work behavior = CWB; emotional contagion = (EC); Beta coefficients = β; t-value = t; p-value = p; ✔ = Approved.

, Q² remained above 0.0, so the predictive relevance of our model is assumed, while the β coefficients were statistically significant at the 0.01 level. Collectively, these results indicate that the inner model demonstrates a good fit with the data (J. F. Hair et al., 2019).

Based on the previous results confirming the validity and reliability of both the measurement and structural models, the study hypotheses can now be tested, as illustrated in Table 3.

Table 3 shows and Figure 2 that NWG had a significant and positive effect on CWB (β = 0.424, t = 9.902, p < 0.000) and a significant and negative SE (β = −0.366, t = 6.500, p < 0.000), supporting H1 and H2. Additionally, SE negatively influenced CWB (β = −0.310, t = 6.901, p < 0.000), confirming H3. Concerning the mediation relationships, SE mediated the link between NWG and CWB (β = 0.113, t = 4.758, p < 0.000). Therefore, H4 was supported.

Figure 3 and Table 3 showed that emotional contagion (EC) significantly moderated the relationship between negative workplace gossip (NWG) and counterproductive work behavior (CWB), such that the negative impact of NWG on CWB was stronger among employees with higher levels of EC (β = –0.201, t = 4.758, p < 0.001), thereby supporting H5.

5. Discussion and Conclusions

The study investigated the complicated links between negative workplace gossip (NWG) and counterproductive work behavior (CWB) in the hotel sector. The results show numerous noteworthy insights that add to our knowledge of workplace dynamics and employee behavior. The outcomes of this research give compelling evidence of the adverse impact of negative workplace gossip (NWG) on counterproductive work behavior (CWB). This study uses the Conservation of Resources (COR) theory as a framework to explain how NWG works and emphasizes the moderating influence of emotional contagion and the mediating function of self-esteem.

The study’s results demonstrate that NWG has a substantial, favorable influence on CWB (β = 0.424, p < 0.001), confirming Hypothesis 1. This fits with prior studies demonstrating that workplace gossip might function as a stressor that promotes defensive responses (Chen & Zhang, 2025; A. G. Khan et al., 2023; Zhao et al., 2024). In the hotel business, where workers are typically forced to handle high levels of emotional labor, this indicates that employees who suffer from NWG are more prone to engage in unproductive actions as a defense strategy. The hotel industry’s distinctive qualities, including high client engagement and emotional labor demands (Gong et al., 2020), may intensify this link as personnel face added challenges in moderating their reactions to rumors while maintaining professional service standards.

The correlation between NWG and CWB suggests that employees may engage in counterproductive behaviors as a coping mechanism to protect their resources, in line with the Conservation of Resources (COR) theory, where employees who experience resource depletion through NWG may resort to CWB as a coping mechanism (Hobfoll et al., 2018).

The study also indicated that NWG significantly affects self-esteem (β = −0.366, p < 0.001), confirming Hypothesis 2. This conclusion is consistent with studies demonstrating that workplace gossip may generate a toxic atmosphere that erodes workers’ sense of self-worth (Song & Guo, 2022; Zhou et al., 2019). In the hotel business, where staff morale and confidence are critical for service performance, this study underlines a serious worry for management. The negative association between self-esteem and CWB (β = −0.310, p < 0.001), as confirmed by Hypothesis 3, further highlights the role of self-esteem in moderating counterproductive behaviors. Employees with greater self-esteem are better suited to face workplace issues without turning to CWB, as stated by Abdulghani et al. (2020) and Forest et al. (2023).

The negative impact on self-esteem is especially problematic in the hotel sector, where staff well-being and positive self-image are vital for sustaining excellent service quality (Haldorai et al., 2022). The negative connection between self-esteem and CWB (β = −0.310, p < 0.000) supports H3 and corresponds with prior data demonstrating that individuals with greater self-esteem are less likely to participate in damaging workplace behavior (Agarwal et al., 2023). This conclusion underscores the significance of maintaining employee self-esteem as a buffer against unfavorable workplace consequences.

The moderating effect of self-esteem in the association between NWG and CWB (β = 0.113, p < 0.000) supports H4 and gives fresh insights into the processes via which NWG promotes workplace behaviors. NWG erodes self-esteem by generating emotions of inadequacy, humiliation, and diminished self-worth (Song & Guo, 2022). This corresponds with ideas positing that self-esteem acts as a vital psychological resource that, when depleted, reduces workers’ ability to participate in good organizational behavior (Zhou et al., 2019). The mediatory impact underlines the necessity of developing conditions that promote self-esteem to minimize the harmful repercussions of NWG.

Although our study is situated in the hotel sector, the findings align with evidence from other sectors and cultural contexts. For example, research in various industries consistently shows that workplace gossip undermines employees’ psychological resources, reducing self-esteem and prompting counterproductive behaviors—mirroring the dynamics we observed (A. G. Khan et al., 2022).

The findings emphasize the role of emotional contagion in shaping employees’ reactions to negative gossip and self-esteem (β = −0.201, p < 0.001), confirming Hypothesis 5. This study extends prior research by Lu and Hong (2022), and Williams et al. (2024), by revealing that workers with lesser emotional contagion (i.e., greater emotional regulation skills) are better suited to retain their self-esteem in the face of negative gossip. In line with the COR theory, gossip depletes valued resources and undermines self-esteem, but the extent of this loss depends on emotional susceptibility. High emotional contagion intensifies the damage by creating a double loss spiral of reputational harm and absorbed negativity, while low contagion allows employees to conserve resources and buffer the effect on self-esteem. This is particularly important in the hotel industry because maintaining service quality requires emotional control. People with stronger emotional regulation skills may be more resilient to the detrimental effects of NWG, preserving their self-esteem and lowering their chance of engaging in CWB, according to the moderating effect of emotional contagion. On the other hand, severe emotional contagion intensifies the negative impact of NWG, which is consistent with research showing that emotional control abilities are essential for reducing stress at work (Xerri et al., 2023).

The results enhance our knowledge of workplace dynamics in various ways. First, they show that the influence of NWG goes beyond immediate behavioral reactions to encompass psychological processes via self-esteem. Second, they emphasize the relevance of emotional capacities in regulating workplace stresses, indicating that emotional regulation skills may be vital for preserving psychological well-being in stressful work situations.

These findings are especially significant for the hotel sector, since emotional labor and interpersonal contacts are fundamental to everyday operations (Gong et al., 2020). The high-stress nature of hospitality jobs, along with the ongoing need for emotional regulation, makes understanding these linkages vital for enhancing workplace results.

The study’s results may be understood within the COR theory framework, which argues that workers attempt to safeguard their resources when confronted with stress (Hobfoll et al., 2018). NWG is a considerable resource drain, resulting in lower self-esteem and perhaps initiating CWB as a defense response. However, the moderating impact of emotional contagion shows that human resources, especially emotional management ability, might assist in buffering against these harmful consequences.

The study also draws on prior work exploring the influence of emotions in workplace behavior (Petitta et al., 2017; Xerri et al., 2023). The conclusion that emotional contagion moderates the connection between NWG and self-esteem contributes to our knowledge of how emotional talents impact professional outcomes. This is especially pertinent considering the increased acknowledgment of emotional intelligence as a vital professional ability (Jung & Yoon, 2012).

This study makes several important contributions to hospitality management literature. First, it provides a strong relationship between NWG and CWB in the hospitality environment, where such behaviors may considerably affect service quality and client happiness. Second, it identifies self-esteem as an important mediating mechanism, offering insights on how businesses could intervene to lessen the detrimental effects of workplace gossip. Finally, the discovery of emotional contagion as a moderator gives a novel viewpoint on how individual variations in emotional control might impact reactions to workplace stress.

5.1. Theoretical Implications

The study provides several significant theoretical additions to the current literature on workplace behavior and hospitality management. It expands the application of the Conservation of Resources (COR) theory in the hospitality environment by illustrating how NWG depletes psychological resources, resulting in CWB. This expands upon recent work by Bass et al. (2023), and Qian et al. (2024), by demonstrating that resource depletion in response to occupational stresses might appear in particular behavioral consequences relevant to the service sector. Also, it expands the application of the Conservation of Resources (COR) theory by illustrating how emotional resources might protect against workplace pressures. While prior research has shown the COR theory’s relevance in analyzing workplace behavior (Hobfoll et al., 2018), the study results especially emphasize the significance of emotional regulation capacities in resource conservation.

The study adds to the understanding of emotional dynamics in the workplace by incorporating emotional contagion as a critical moderating component. This expands upon recent work by Petitta et al. (2017), and Xerri et al. (2023), by showing how individual variations in emotional regulation ability might affect reactions to workplace stresses. The result that lesser emotional contagion may buffer the detrimental effects of gossip on self-esteem gives a fresh theoretical viewpoint on emotional resilience in the workplace.

The study extends theoretical knowledge of workplace gossip by pinpointing self-esteem as a significant mediating factor. While prior research has studied direct links between gossip and workplace outcomes (Cheng et al., 2024; A. G. Khan et al., 2023), our results highlight the psychological mechanisms via which gossip affects behavior. This adds to gossip theory by illustrating how informal communication impacts employee self-concept and subsequent behavior.

Research enhances the knowledge on workplace gossip by pinpointing self-esteem as a critical mediating mechanism between NWG and CWB. This expands upon studies by Wu et al. (2018), and Zhou et al. (2019), by giving a more nuanced explanation of how gossip affects workplace behavior via its effect on psychological resources. The mediation model helps explain why certain workers may be more robust to gossip than others, providing a more thorough theoretical framework for understanding workplace gossip dynamics.

By including emotional contagion into the COR theory, this study makes a contribution by emphasizing how gossip exhausts emotional resources by spreading negative effects in addition to social resources like reputation (Prochazkova & Kret, 2017). This extends the COR theory beyond tangible losses to include emotional transmission as a mechanism of resource erosion (Delcea et al., 2023). Compared to SET, which views gossip as broken reciprocity (Ajay & Sedari Mudiyanselage, 2025), and AET, which frames it as an affective workplace event (A. Khan & Chaudhary, 2023), our approach reveals a dual-loss spiral: reputational damage coupled with emotional depletion. Therefore, by demonstrating how vulnerability to emotional contagion exacerbates the resource loss process in gossip situations, we contribute to the advancement of the COR theory.

The study also adds to the expanding body of knowledge on unproductive work practices in the hotel sector. By finding both direct and indirect mechanisms via which NWG promotes CWB, the study presents a more complete theoretical model for explaining employee misconduct. This expands upon prior work by Wallace and Coughlan (2023), and Alqhaiwi et al. (2024), by bringing emotional and psychological factors into the understanding of CWB. Building on studies by Wallace and Coughlan (2023), and Sharif et al. (2022), our results demonstrate that CWBs are not just direct reactions to workplace stresses but are mediated by psychological characteristics that might be affected by organizational interventions.

Furthermore, the study enhances self-esteem theory in organizational settings by establishing its dual significance as both a result of workplace interactions and a predictor of employee behavior. This accords with and expands upon prior work by Orth and Robins (2022), on the significance of self-esteem in psychological functioning, especially in business circumstances.

The results also add to emotional intelligence theory by illustrating how emotional control qualities (manifested via emotional contagion) might safeguard psychological resources. This expands upon the prior study by Lu and Hong (2022), on emotional vulnerability and contributes to theoretical knowledge of how emotional capabilities impact professional results.

On the other hand, the study tackles a noteworthy gap in hospitality literature, which has generally disregarded the function of emotions in alleviating CWB (Jahanzeb et al., 2021; Krishna et al., 2024).

The study’s theoretical approach, integrating the COR theory with emotional and psychological dynamics, gives a more sophisticated explanation of workplace behavior than earlier models. This comprehensive approach helps explain why some individuals are more robust to workplace gossip than others and how emotional characteristics contribute to this resilience.

5.2. Practical Implications and Suggestions

The results of this study underline the necessity of targeted interventions to ameliorate the deleterious impacts of negative workplace gossip (NWG) on counterproductive work behavior (CWB) within hospitality firms. Addressing these difficulties needs a holistic strategy encompassing policy formulation, employee training, leadership improvement, and organizational support mechanisms to build a healthier and more inclusive working environment.

First, the significant relationship between NWG and CWB underscores the necessity for explicit organizational rules to govern workplace communication. Hospitality groups should set principles expressly forbidding gossip and supporting constructive conversation. Formal routes for resolving workplace complaints, such as grievance systems, may move employee communication from informal gossip networks to professional paths, encouraging trust and respect. This coincides with recent suggestions encouraging the creation of professional communication norms to boost company culture.

The moderating function of self-esteem in the link between NWG and CWB highlights the significance of measures that strengthen employee confidence and self-worth. Recognizing employee successes via organized recognition programs helps reinforce their feeling of importance within the business. Additionally, giving chances for professional growth, such as skills training and career promotion, boosts employees’ competencies and self-esteem. Mentorship programs may further help workers by establishing a culture of cooperation and personal development.

Our research suggests a number of tactics that HR managers in hospitality organizations may use to lessen the negative impacts of workplace gossip. First, focused training initiatives may support staff members in identifying and controlling gossip, building resilience, and enhancing self-worth as a vital personal asset (Alsawy et al., 2024). Second, social awareness and emotional intelligence may be emphasized in hiring and selection procedures, making new recruits more capable of navigating interpersonal dynamics without starting or spreading gossip. Third, managers may create a culture of openness and trust by putting in place organized feedback mechanisms and communication channels to lessen ambiguity and the spread of rumors. Lastly, regular team-building activities and mentoring programs can encourage positive emotional contagion, which can improve collective resource preservation and prevent the spread of negative emotions brought on by gossip. According to the tenets of the COR theory, these measures taken together contribute to safeguarding employee well-being and lowering unproductive work practices.

Leadership development is a vital component in handling NWG successfully. Managers should be educated in dispute resolution, mediation, and promoting open communication. Regular one-on-one meetings between managers and workers give the opportunity to address issues and forestall the development of undesirable behaviors. Additionally, leadership training should concentrate on educating managers with the ability to spot early indicators of workplace toxicity and respond immediately.

Cultivating a working culture that avoids gossip is equally crucial. Efforts should concentrate on increasing diversity, openness, and cooperation. Team-building exercises and clear decision-making procedures help minimize workplace conflicts and avoid the spread of misinformation. Anti-gossip regulations must be linked with activities that create trust and encourage constructive communication standards.

Support services play a significant role in helping workers handle the stress associated with NWG. Establishing employee assistance programs (EAPs) and giving access to counseling, wellness initiatives, and stress management services may boost employees’ coping methods. Tailored treatments for people with high emotional contagion, such as individualized resilience training, may further attenuate the detrimental consequences of NWG.

Lastly, organizations must ensure the durability of these treatments via frequent reviews. Feedback methods, frequent evaluations of company culture, and employee well-being surveys may steer continual development. By addressing NWG comprehensively and emphasizing employee well-being, hospitality firms may boost productivity, encourage constructive communication, and develop an inclusive working climate conducive to sustained organizational success.

6. Study Limitations and Future Research

The study provides valuable insight into the relationship between negative workplace gossip (NWG), counterproductive work behavior (CWB), self-esteem, and emotional contagion. However, certain limitations must be addressed to contextualize the results and guide future study.

First, the study’s cross-sectional design restricts the capacity to draw causal links. While connections between NWG, self-esteem, emotional contagion, and CWB were established, the temporal dynamics remain unclear. For instance, whereas NWG may impair self-esteem and contribute to CWB, those prone to CWB or with poor self-esteem may also attract gossip. Future longitudinal research is important to study these temporal connections and establish causation.

Second, it is important to recognize the study’s contextual bounds in addition to methodological limitations. Close relationships and customer-facing situations may increase the frequency and effect of gossip, according to the research gathered from the hotel sector. In fields like manufacturing or information technology, where social interaction is less frequent, gossip may take a new form, which might undermine the processes that have been seen. In a similar vein, the cultural setting influences how gossip is viewed and accepted. In collectivist cultures, gossip may be seen as a group-regulating mechanism, while in more individualistic contexts, it may be framed as a personal attack. These cultural and industry-specific differences raise questions about generalizability, suggesting that the strength and direction of the relationships identified here may vary across settings. Future research should therefore examine whether the dual-loss process identified—through reputational damage and emotional contagion—remains robust in other industries and cultural environments.

Third, the study’s cultural and religious background is another drawback. The results may have been impacted by Islamic beliefs and religion, which have a significant influence on interpersonal behavior and workplace standards, given that the data was gathered in Egypt. These principles, which place an emphasis on decency, self-control, and community togetherness, may have an impact on how staff members view and respond to rumors as well as how rumors affect self-esteem. The generalizability of our findings to other situations where gossip is valued differently by religion or culture may be limited by this cultural feature.

The dependence on self-reported data offers an additional issue. While valuable for recording subjective experiences, self-report assessments are prone to biases such as social desirability and recollection problems. Employees may underreport CWB or exaggerate self-esteem. Future studies should combine several data sources, including peer assessments, supervisor ratings, and objective measurements, to triangulate conclusions. Qualitative techniques, such as interviews, might potentially give additional insights into the intricacies of workplace gossip. Moreover, the use of a convenience sample represents a limitation, as it may restrict the generalizability of the results. Future studies are advised to adopt more representative sampling techniques to strengthen external validity.

Additionally, the study’s theoretical framework, although helpful, may be broadened. Emotional intelligence, empathy, and resilience may operate as moderators of NWG’s effects, whereas characteristics such as psychological safety, organizational affiliation, and work satisfaction might serve as alternative mediators. Exploring these elements would offer a more thorough picture of NWG’s influence.

Finally, the study did not account for corporate culture and technical developments. Supportive, inclusive environments may lessen gossip’s impacts, whereas poisonous settings aggravate them. Similarly, digital communication channels give new pathways for gossip and CWB. Future studies should explore these contextual aspects and assess treatments, such as self-esteem training and anti-gossip policies, to uncover effective techniques for minimizing NWG’s negative impacts.

7. Future Studies

This study might be expanded upon in the future by investigating the ways in which various types of gossip, such as good vs. bad gossip, influence employee outcomes. Positive gossip may serve as a resource-enhancing activity, bolstering social cohesiveness and self-esteem, even as this study emphasizes the detrimental impacts of bad gossip. Another approach is to look into other mediating processes that could better explain how gossip affects behavior and well-being, such as trust, psychological safety, or emotional tiredness. Future research should look more closely at how gossip dynamics and their results are influenced by cultural and religious influences. For instance, in contrast to more secular circumstances, Islamic beliefs forbid gossip (ghibah), which may lessen its frequency or change its significance. Therefore, cross-cultural and cross-religious comparative studies may provide further light on the limitations and applicability of the suggested dual-loss paradigm. Such studies would enhance cross-cultural organizational behavior research in addition to evaluating the generalizability of the COR theory. Furthermore, cross-cultural and cross-industry studies would assess the robustness of the suggested dual-loss paradigm, while the inclusion of longitudinal or experimental designs might provide light on the causal direction of these processes. When combined, these additions would enhance theoretical comprehension and increase the usefulness of gossip research in a variety of organizational settings. Finally, adopting qualitative approaches (e.g., interviews or focus groups) to provide richer insights into employees’ lived experiences with gossip may yield different results.