The outcome when you look at the Desk 2 provided support having H1 (a), H2 (b), H3 (b), and you may H4 but not to possess 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 of really 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 positive singles app 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, (characteristics away from relationships & mediation model across the a couple of national products), the fresh new by themselves showed efficiency elucidated that matchmaking among varieties of leaders, work wedding and performs outcomes was basically just about uniform round the Ethiopia and you can Southern Korea samples. And this, H9 is offered.
6. Discussion
Today’s analysis investigated dating one of management appearance, employee works engagement and lots of signs off work outcomes and you will checked out a mediation model of performs wedding throughout the link between appearances from frontrunners and you will works effects certainly ICT gurus. The latest model viewed frontrunners styles (the newest behavior from leaders different off effective conversion process in order to “non-leadership”) once the antecedent be effective wedding and you will innovative work conclusion and you will activity abilities had been removed once the really works consequences. Moreover it investigated the sort out of relationship one of parameters and you may get across-national legitimacy of your recommended design in two independent samples from Ethiopia and South Korea, nations one to differ within their public, cultural, financial, and scientific levels. The brand new gotten show had been the following:
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