공공조직 구성원의 정치적 기술과 경력 만족: 리더-구성원 사회적 교환과 경력 적응성의 순차적 매개

초록

Turnover among public officials has risen sharply, requiring public personnel administration to support employees’ long-term career fulfillment. This study draws on Conservation of Resources Theory, together with insights from Social Capital Theory and Career Construction Theory, to examine how political skill relates to career satisfaction through sequential mediation of leader-member social exchange (LMSX) and career adaptability. Cross-sectional data from 310 South Korean central and local government employees were analyzed using PROCESS Macro Model 6 with bias-corrected bootstrapping (10,000 resamples, 95% confidence interval). Political skill was associated with career satisfaction both directly and indirectly through LMSX and career adaptability; these indirect effects, both singly and in sequence, together accounted for roughly half of the total association. Notably, the sequential pathway through both mediators was itself statistically significant. This pattern points to a resource-conversion structure in which individual capability is converted first into relational resources and then into psychological resources, a structure that appears to hold even in the Korean public sector, where collectivist norms and hierarchical personnel systems coexist. Three implications for public human resource management follow: operationalizing relational competencies asobservable indicators through 360-degree feedback, applied to Career Development Path (CDP) systems rather than disciplinary purposes; institutionalizing coaching-oriented leadership and regular one-on-one meetings; and advancing CDP systems toward self-directed models.

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