The results for the Table 2 given service for H1 (a), H2 (b), H3 (b), and you may H4 but not to have 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 from work 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
When it comes to hypothesis 9, (character out-of relationships & mediation design over the two national examples), brand new individually presented show elucidated that the relationship certainly designs of leadership, functions involvement and you will performs consequences were virtually uniform across the Ethiopia and you will Southern Korea examples. And this, H9 are served.
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Today’s research examined dating certainly frontrunners appearances, personnel performs wedding and many indicators out-of really works effects and you will looked at a great mediation model of really works involvement regarding link between looks regarding leadership and works consequences certainly one of ICT positives. This new model viewed management appearance (the brand new decisions of leadership varying out-of strong conversion so you can “non-leadership”) as antecedent to function involvement and you can creative performs choices and you will task abilities were taken due to the fact functions effects. it investigated the sort away from relationship among parameters and cross-national legitimacy of your own advised model in 2 independent samples of Ethiopia and you can South Korea, nations one to differ in their public, cultural, economic, and scientific accounts. The brand new acquired results had been the following:
