The outcomes for the Table 2 provided support to possess H1 (a), H2 (b), H3 (b), and you may H4 but not having H5 and you can H6.
To test the hypothesis related to the relationship between work engagement and the measures of work outcomes: innovative work behavior and task performance were regressed on work engagement consecutively and separately for the two countries. The results in Table 3 showed that a significant proportion of the variance in innovative work behavior (?R 2 = 0.28, F (6,140) = , p < 0.01 for Ethiopia; ?R 2 = 0.38, F (6,140) = , p < 0.01 for South Korea) and task performance (?R 2 = 0.18, F (6,140) = 6.74, p < 0.01 for Ethiopia; ?R 2 = 0. 29, F (6,284) = , p < 0 .01 for South Korea) were explained by work engagement. The standardized path coefficients of work engagement on innovative work behavior (? = 0.56, p < 0.01 and ? = 0.64, p < 0.01) and on task performance (? = 0. 45, p < 0.01 and? = 0.56, p < 0.01) for Ethiopia and South Korea, respectively, indicated positive and significant relationships of work engagement with innovative work behavior and task performance and thus provided support for H7.
5.3. Mediational role of really works wedding
In testing the hypothesis related to the partial mediational role of work engagement in the link between leadership styles and indicators of outcome behavior, as per Baron and Kenny’s (1986) suggestion, certain conditions need to be met for mediation establishment. First, the predictor variable(s) had to be related to the mediator variable. Second, the mediator had to be related to the predicted variable(s). Third, a significant relationship between the predictor variable(s) and predicted variable(s) was to be reduced for partial mediation to operate when controlling for the mediator variable. As described earlier http://www.datingranking.net/tr/date-me-inceleme/, the first two conditions were partly met. Thus, for the mediation test, the two indicators of work outcomes were regressed over leadership styles consecutively while controlling for background factors and work engagement. As the results in Table 4 showed, the amount of variance in innovative work behavior explained by leadership styles was reduced from 26% to 9% (?R 2 = 0. 09, F (9,137) = , p < 0.01) for Ethiopia and from 48% to 16% (?R 2 = 0.16, F (9,281) = , p < 0.01) for South Korea, while for task performance reduction was from 20% to 10% (?R 2 = .10, F (9,137) = 7.63, p < 0.01) for Ethiopia and from 21% to 4% (?R 2 = 0.04, F (9,281) = , p < 0.01) for South Korea. Thus, H8 is supported.
Regarding theory nine, (characteristics away from relationships & mediation design across the several federal trials), this new independently demonstrated abilities elucidated your relationships certainly designs of frontrunners, functions wedding and you will works consequences had been nearly consistent across the Ethiopia and Southern area Korea samples. Which, H9 is served.
Today’s investigation examined dating one of leadership styles, personnel really works engagement and several symptoms out of functions effects and you can looked at an excellent mediation model of work involvement regarding results of appearance from leaders and you can functions effects certainly one of ICT pros. The newest model seen management appearance (the new behavior away from management different away from powerful sales in order to “non-leadership”) because antecedent to your workplace engagement and you can creative functions conclusion and you may activity efficiency was pulled as the really works consequences. In addition, it investigated the type of dating certainly parameters and you can mix-federal validity of suggested model in 2 independent examples from Ethiopia and Southern area Korea, places that disagree inside their social, cultural, monetary, and you can scientific accounts. The latest obtained performance were as follows: