Explore the behavior choices of employees after supervisor–subordinate relationship conflict

Purpose Based on the identity control theory, this study aims to reveal the effect mechanism of supervisor–subordinate relationship conflict on employee behavior from two different paths of employee positive self-reflection and employee negative self-rumination. Meanwhile, the moderation effect of employee core self-evaluation on the two paths is also discussed. Design/methodology/approach In this study, 487 employees and their direct leaders from five Chinese companies were investigated in a paired survey at three time points, and the empirical data was analyzed using Mplus 7.4 software. Findings Supervisor−subordinate relationship conflict motivates employees to carry out positive self-reflection, so as to implement ingratiation behavior to alleviate identity threats. At the same time, supervisor–subordinate relationship conflict also causes negative self-rumination of employees, which will lead to more disengagement behaviors. In addition, this study also finds that employee core self-evaluation has a moderation effect on the influence of supervisor−subordinate relationship conflict on employee positive self-reflection and employee negative self-rumination. Originality/value From the perspective of identity control, this study reveals the internal mechanism of how employees respond to or cope with supervisor−subordinate relationship conflict. The research results enrich the theoretical research on workplace conflict, provide a new perspective for the study of supervisor–subordinate relationship conflict and provide theoretical basis and decision-making reference for organizations to alleviate and reconstruct interpersonal relationship.