The outcome in the Desk 2 provided support having H1 (a), H2 (b) kinkyads incelemesi, H3 (b), and you may H4 but not to possess H5 and you may 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.step 3. Mediational part off really works involvement
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.
When it comes to theory nine, (nature out-of matchmaking & mediation model across the a couple of federal trials), the independently showed show elucidated the relationship certainly one of varieties of leaders, works wedding and you can performs effects have been virtually uniform round the Ethiopia and you can Southern Korea samples. And therefore, H9 are supported.
The current research investigated dating certainly one of frontrunners styles, staff member performs engagement and many evidence off work consequences and you will checked a good mediation make of functions engagement on outcomes of appearances out of frontrunners and you may really works outcomes one of ICT professionals. The brand new design viewed frontrunners looks (the fresh behavior regarding leaders varying regarding effective transformation so you’re able to “non-leadership”) since the antecedent be effective wedding and you can innovative work conclusion and you will activity show was in fact drawn just like the works effects. What’s more, it investigated the nature of matchmaking certainly one of details and you will get across-federal validity of one’s suggested model in two independent trials out of Ethiopia and you will Southern area Korea, regions that differ in their personal, social, monetary, and you will scientific accounts. The latest gotten show was below: