1835 - HUMAN CAPITAL SUSTAINABILITY LEADERSHIP AND CAREER SUSTAINABILITY: THE ROLE OF FEEDBACK ENVIRONMENT AND FEEDBACK ORIENTATION IN PUBLIC ADMINISTRATION

Session: D01S015 - Leadership & Management 2
AUTHORS:
Mariani Marco Giovanni (University of Bologna, Department of Psychology "Renzo Canestrari" ~ Milano ~ Italy) , Lo Piccolo Elena (University of Bologna, Department of Psychology "Renzo Canestrari" ~ Milano ~ Italy) , Petruzziello Gerardo (University of Bologna, Department of Psychology "Renzo Canestrari" ~ Milano ~ Italy)
Abstract text:
Introduction. Promoting sustainable careers is a strategic challenge for public organizations, where aging workforces and limited mobility constrain opportunities for growth. Human Capital Sustainability Leadership (HCSL) is a leadership style oriented toward ethical, sustainable, and mindful use of human resources. By shaping a supportive Feedback Environment (FBE), leaders can foster developmental perceptions of performance appraisal (DEV), encouraging employees to view appraisal as an opportunity for growth rather than as a control tool. However, the conversion of supportive contexts (FBE) into developmental appraisal reactions (DEV) may depend on employees' Feedback Orientation (FO), which in this study is explicitly tested as a moderator, capturing the degree to which individuals value, seek, and use feedback at work.
Purpose. This study tests whether FBE and DEV sequentially mediate the relationship between HCSL and Career Sustainability (CS), and whether FO moderates the FBE → DEV pathway.
Method. A moderated serial mediation model (PROCESS Model 91, Hayes) was tested with survey data from 320 employees in a large Italian public administration.
Results. HCSL showed no direct effect on CS. Its influence was fully indirect: HCSL enhanced FBE, which promoted DEV, ultimately increasing CS. FO significantly moderated the FBE → DEV link, amplifying the serial indirect effect of HCSL on CS.
Conclusions. The study shows that Human Capital Sustainability Leadership does not directly predict Career Sustainability, but operates indirectly by fostering supportive Feedback Environments and strengthening employees' developmental perceptions of performance appraisal. Moreover, employees' Feedback Orientation plays a crucial moderating role, enhancing the translation of supportive contexts into developmental appraisal reactions. These findings suggest that in public administration, leadership behaviors that promote sustainable use of human resources can enhance career sustainability primarily through the creation of favorable feedback conditions and employees' receptivity to them.