The outcomes in the Desk dos offered support to possess H1 (a), H2 (b), H3 (b), and H4 but 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.step 3. Mediational role regarding 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 https://datingranking.net/tr/dominican-cupid-inceleme 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 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.

Table 4

In terms of hypothesis nine, (character out of dating & mediation design across the two national examples), the brand new by themselves shown show elucidated that matchmaking certainly one of styles of management, functions engagement and you may work consequences was indeed almost consistent round the Ethiopia and you can South Korea trials. Hence, H9 is offered.

6. Conversation

Today’s analysis examined relationships one of leadership appearances, employee performs engagement and some symptoms of functions effects and you may checked out a mediation model of really works engagement from the results of styles away from management and you can work effects certainly one of ICT masters. The design seen frontrunners styles (the newest behavior of frontrunners varying from strong sales to help you «non-leadership») while the antecedent to operate involvement and creative performs conclusion and you will activity show have been taken as the work consequences. It also investigated the nature away from dating certainly variables and get across-national authenticity of one’s suggested design in 2 separate samples from Ethiopia and you will South Korea, places one differ in their societal, cultural, financial, and you may technical profile. The fresh new obtained abilities had been below: