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Employees tend to consult those who have power or expertise. Whereas much attention has been paid to employees seeking advice from their supervisors and coworkers, little focus has been placed on supervisor consultation of employee opinions and its potential benefits for organizational functioning. This research addresses this underexplored research avenue. Results from two-wave survey data demonstrate that supervisor consultation behavior has a positive relationship with employee voice. Employee felt obligation for constructive change (FOCC) serves as a mediating mechanism underlying this relationship. Supervisor consultation behavior is more positively related to employee FOCC when managerial openness is higher than lower, which in turn, leads to more employee voice. Contributions to the literature and managerial practice, limitation, and insights for future studies are discussed. [ABSTRACT FROM AUTHOR]

Employee change-oriented behaviors can bring about organizational change but can also disrupt existing practices which are often overseen and managed by leaders. As such, employee change-oriented behavior likely stimulates both positive and negative leader responses. In this research, we examine the double-edged-sword effect of follower change-oriented behavior. Drawing upon the literature on person-environment fit and social exchange, we propose leader-follower goal congruence as a critical contingent factor determining leader responses to follower change-oriented behavior. The results of a scenario experiment (i.e., Study 1) and a multi-wave, multi-source survey (i.e., Study 2) reveal that follower change-oriented behavior leads to high leader-member exchange when leader-follower goal congruence is high, which in turn leads to leaders giving followers high performance ratings. In contrast, follower change-oriented behavior engenders leader status threat when leader-follower goal congruence is low, which in turn drives leaders to abuse followers. Implications for theory, practice, and future studies are addressed. [ABSTRACT FROM AUTHOR]

Hubris is generally considered an undesirable personality trait that hinders organizational functioning. However, we suggest that hubristic employees can potentially contribute to organizational development by being innovative. Adopting a self-determination framework, we argue that employee hubris is positively related to innovative behavior and that this relationship is mediated by ability-demonstration strivings. In addition, we propose perceived intraorganizational competition to be an important boundary condition. Specifically, the indirect relationship is likely strengthened when employees perceive stronger than weaker intraorganizational competition. The results of a scenario experiment and a survey support all of the hypotheses. Insights into the literature, practice, and future research are discussed. [ABSTRACT FROM AUTHOR]