Bad bosses and self‐verification: The moderating role of core self‐evaluations with trust in workplace management

Who responds most strongly to supervisor social undermining? Building on self‐verification theory (Swann, 1983, 1987), we theorize that employees with positive views of the self (i.e., higher core self‐evaluations [CSEs]) who also maintain higher trust in workplace management are more likely to experience heightened stress and turnover intentions when undermined. We argue that this subset of employees (high CSE, high trust) are more likely to...