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The results when you look at the Table 2 considering assistance to own H1 (a), H2 (b), H3 (b), and you may 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 works 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
In terms of theory nine, (nature away from relationship & mediation model over the a couple of federal products), the brand new alone showed overall performance elucidated that the relationship one of types of leaders, work engagement and functions outcomes had been virtually uniform around the Ethiopia and Southern area Korea trials. Hence, H9 try supported.
six. Dialogue
The present data examined dating one of leadership appearance, employee functions involvement and some signs regarding performs outcomes and you may checked out a good mediation model of works engagement from the results of styles regarding management and you may works outcomes certainly one of ICT professionals. The new design viewed leaders appearances (the decisions from frontrunners varying of strong conversion process to help you “non-leadership”) since the antecedent to function engagement and creative really works choices and activity overall performance had been drawn as work effects. In addition it investigated the kind from dating certainly parameters and you will get across-national validity of proposed design in 2 separate trials of Ethiopia and you will Southern Korea, nations one disagree inside their public, social, financial, and you will technological account. The latest obtained abilities was in fact the following: