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<p>This paper introduces the notion of perceived supervisor politics (PSP), suggests that it differs from perceived organizational politics (POP), and develops an expanded self-consistency perspective to explain the effects of POP and PSP. Based on cognitive dissonance theory and its self-consistency assumptions, we suggest that POP represents a threat to self-consistency for employees with high organization-based self-esteem (OBSE) but not those with low OBSE. In contrast, based on self-verification theory, we suggest that PSP provides self-verification opportunities for low<i>-</i>OBSE employees but not for high-OBSE employees. Reflecting these ideas, we expected to find unique interactions between POP vs. PSP and OBSE in predicting turnover intention. Moreover, by combining insights from cognitive dissonance and self-verification theories, we argue that PSP disrupts employees’ psychological consistency when the self-verification experience implied by the combination of PSP and OBSE conflicts with their overall experience of self-verification with their supervisor. We expected that the resulting three-way interaction would predict turnover intention. Two time-lagged studies were conducted with participants from the US (Study 1) and China (Study 2) to examine these ideas. Consistent with our hypotheses, Study 1 found PSP to be associated with reduced turnover intention among individuals with very low levels of OBSE, whereas Study 2 showed the predicted three-way interaction to explain turnover intention. Detailed findings, along with their implications and future research directions, are discussed. </p>

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An expanded self-consistency perspective on the effects of perceived politics

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月30日

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  • Émilie Lapointe,
  • Alexandre J.S. Morin,
  • Christian Vandenberghe,
  • Gary Schwarz

摘要

This paper introduces the notion of perceived supervisor politics (PSP), suggests that it differs from perceived organizational politics (POP), and develops an expanded self-consistency perspective to explain the effects of POP and PSP. Based on cognitive dissonance theory and its self-consistency assumptions, we suggest that POP represents a threat to self-consistency for employees with high organization-based self-esteem (OBSE) but not those with low OBSE. In contrast, based on self-verification theory, we suggest that PSP provides self-verification opportunities for low-OBSE employees but not for high-OBSE employees. Reflecting these ideas, we expected to find unique interactions between POP vs. PSP and OBSE in predicting turnover intention. Moreover, by combining insights from cognitive dissonance and self-verification theories, we argue that PSP disrupts employees’ psychological consistency when the self-verification experience implied by the combination of PSP and OBSE conflicts with their overall experience of self-verification with their supervisor. We expected that the resulting three-way interaction would predict turnover intention. Two time-lagged studies were conducted with participants from the US (Study 1) and China (Study 2) to examine these ideas. Consistent with our hypotheses, Study 1 found PSP to be associated with reduced turnover intention among individuals with very low levels of OBSE, whereas Study 2 showed the predicted three-way interaction to explain turnover intention. Detailed findings, along with their implications and future research directions, are discussed.