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Drawing from the social exchange theory and leadership-making model, this study aimed to develop a research model where innovation climate (IC) mediates the servant leadership (SL) influence on innovative work behavior (IWB).

Through structural equation modeling, we evaluated the aforementioned links using data gathered from 324 employees drawn from Uganda’s local government (LG) employees.

The findings show that the impact of SL on IWB is mediated by IC. An IC within the organization is made possible by effective SL ethos; moreover, this climate promotes IWB. Also, the innovative nature of LG employees promotes IWB.

LG leadership ought to be committed to the SL philosophy since it fosters an environment that encourages IWB. To spark IWB, it should also take advantage of the innovative environment. Management must make sure that in such a setting, supervisors are construed as servant leaders and low cadre staff have the capacity to be servant leaders. Employees will be more motivated to contribute to the organization by engaging in high IWB once they have received the training, empowerment and rewards they deserve in a setting that emphasizes effective SL principles.

Despite the existence of numerous studies, there is little empirical evidence that SL influences IWB within the setting of the LG sector. Evidence for the underlying mechanism by which SL promotes IWB is still lacking. Third, we explicitly test the IWB model developed based on euro-leaning theories using the LG context. Finally, there is a dearth of data relevant to how IC affects IWB. The research addresses these gaps.

The purpose of this paper is to explore the relationship between perceived organizational support (POS) and work engagement and the mediating effect of self-efficacy on the POS–work engagement relationship.

A questionnaire survey was developed and distributed to a sample of primary school teachers drawn from the education industry.

Analysis of the data supports a strong positive relationship between the extent of POS and work engagement. This study also found that self-efficacy mediated the relationship between POS and work engagement.

This study has important implications for managers. First, it motivates managers, by providing justification for provision of support to employees for increased engagement at work. Based on the results of this study, POS is associated with enhanced work engagement levels. Second, evidence from this study illustrates to the organization the importance of developing an environment of support to further enhance work engagement. When employees do not acknowledge and feel supported from their respective organizations, work engagement levels may be sub-optimal. This research is limited, as the data were collected at one point of time, and this has implications for employees and organizations.

There is increasing recognition of the importance of POS in enhanced work engagement levels. Within this context, no previous research has empirically examined the mediating effect of self-efficacy on the relationship between POS and work engagement in the setting of primary education sector.

The purpose of this paper is to examine the relationship of the interaction effect of perceived organizational support (POS) and self-efficacy (SE) with work engagement (WE) within the primary education industry.

The paper relies on structural equation modeling (SEM) with AMOS (V.22) to test and resolve the conditional hypothesis that fusion of POS and SE is necessary for WE.

The scale of effect of POS on WE depends on SE; hence, the assumption of nonadditivity is achieved. Precisely, the interaction of POS and SE is necessary for WE.

The study was based on a single research methodological approach, namely quantitative research methodology, which could have been affected the outcome of this investigation. Future studies could investigate WE interaction model through qualitative lens in order to provide a triangulation opportunity. Moreover, the findings from the current study are cross-sectional, and data were collected at a snapshot. Therefore, future research should consider the multiplicative effects studied in this paper across time.

Attempts to heighten WE levels, among government primary school teachers in Uganda, would require that management regularly ventures into finding a more practical and feasible fusion of POS with SE in order to provide significant levels of WE among employees of primary education industry.

This is the first study that tests the interactive effects of POS and SE on WE in Uganda's primary education industry.

This study aims to investigate the moderating role of perceived organizational support in the relationship between ethical leadership and innovative work behavior (IWB) among public university academic staff.

Using a quantitative approach, the authors relied on structural equation modeling together with bootstrapping procedure using Process Macro of the SPSS to analyze data from a homogenous sample of 291 academic staff from the university education sector in Uganda.

The finding from bootstrapping procedure using Process Macro of the SPSS as statistic tool support perceived organizational support as a moderator in the ethical leadership–IWB relationship. In general, the present findings suggest that ethical leadership is associated with IWB via perceived organization support.

Enhanced IWB requires diverse and integrated techniques based on ethical leadership principles and perceived organizational support among employees.

There is increasing acknowledgement of the importance of ethical leadership in successful employee IWBs. Within this context, to the best of the authors’ knowledge, no prior study has empirically explored the moderating role of POS in the relationship between ethical leadership and IWB.