The outcomes when you look at the Dining table dos given help having H1 (a), H2 (b), H3 (b), and H4 but not to own H5 and 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 functions 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, 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

Regarding theory nine, (nature regarding relationships & mediation design across the a few national samples), the new on their own showed efficiency elucidated your dating certainly one of types of management, really works engagement and you will works consequences had been basically uniform round the Ethiopia and South Korea trials. And therefore, H9 is offered.

six. Discussion

The present studies investigated relationship among frontrunners appearance, staff really works wedding and lots of indications out of really works outcomes and you can checked an effective mediation model of performs involvement from the outcomes of looks of frontrunners and you may functions consequences certainly one of ICT benefits. The fresh new design viewed leaders appearance (the brand new choices from leadership different off powerful transformation so you’re able to “non-leadership”) because antecedent to get results engagement and you will innovative functions choices and you may activity show was in fact pulled while the performs outcomes. In addition, it investigated the type off relationship one of parameters and you may mix-federal validity of advised model in two separate samples from Ethiopia and you will South https://www.datingranking.net/tr/coffee-meets-bagel-inceleme Korea, countries one to disagree within their personal, social, monetary, and you may scientific accounts. The fresh new received results have been as follows: