Work engagement in addition to partly mediated the connection ranging from leaders looks and you can work consequences both in examples

The outcomes within the Table dos given service to have H1 (a), H2 (b), H3 (b), and you may H4 although not getting H5 and you can 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 three. Mediational character out of functions 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 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 away from matchmaking & mediation design across the a couple national samples), the newest independently shown overall performance elucidated your relationship certainly varieties of management, work engagement and really works outcomes had been almost uniform round the Ethiopia and you can Southern Korea products. Hence, H9 try served.

6. Dialogue

Today’s investigation investigated relationship one of frontrunners styles, staff member work engagement and lots of indications of really works consequences and examined a great mediation brand of works engagement throughout the results of appearance of management and works effects certainly one of ICT positives. The brand new model viewed leadership styles (the fresh choices away from leaders differing out-of strong sales in order to “non-leadership”) due to the fact antecedent to work engagement and you will innovative functions choices and you can activity abilities were removed as performs consequences. In addition, it examined the kind out of relationships certainly one of details and you will get across-federal authenticity of your proposed model in two independent examples away from Ethiopia and Southern area Korea, places one to differ within their personal, cultural, financial, and scientific accounts. The acquired results was indeed below: