The outcome during the Table dos provided assistance for H1 (a), H2 (b), H3 (b), and H4 although not getting H5 and you will 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 from work engagement
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, 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 cuatro 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.
Table 4
With regards to hypothesis nine, (character from relationships & mediation model along side one or two federal examples), the fresh new by themselves exhibited overall performance elucidated that the dating among types of leaders, work wedding and you can work outcomes was indeed nearly uniform around the Ethiopia and Southern Korea products. And therefore, H9 are offered.
6. Talk
The present studies examined matchmaking certainly one of management appearance, staff member functions involvement and many signs regarding datingranking.net/tr/luvfree-inceleme really works effects and checked-out a great mediation make of works involvement on results of appearance out of management and performs outcomes among ICT pros. Brand new model viewed leaders styles (new choices regarding leadership different of powerful conversion process to help you “non-leadership”) because the antecedent to function wedding and innovative really works conclusion and you can task results was taken once the performs outcomes. In addition examined the nature regarding relationship certainly one of details and you may mix-national validity of the recommended model in 2 independent examples regarding Ethiopia and you can Southern area Korea, countries you to differ in their public, cultural, monetary, and you will scientific membership. The latest received results had been the following: