Training and development pathways: How self-perceived managerial competencies, selfefficacy and protean career orientation shape graduates’ early career success

Purpose This study aims to examine how shifting organizational dynamics and boundaryless career trajectories shape contemporary career paradigms, with a focus on protean careers. Grounded in social cognitive career theory, it investigates how protean career orientation, self-efficacy and self-perceived managerial competencies acquired through higher education influence subjective career success. Design/methodology/approach Using a two-wave longitudinal design conducted over three consecutive post-recession years, data was collected from management graduates of a large public university in Southern Europe through online surveys, with the second wave administered 9–12 months after the first. The hypothesized model was tested using structural equation modeling and moderated mediation path analyses implemented with the PROCESS macro. Findings Results from 243 alumni indicate that early career psychological resources – particularly self-efficacy and protean career orientation – significantly predict subjective career success. Moderated mediation analysis further shows that strong self-perceived managerial competencies amplify the indirect effect of self-efficacy on career success through protean career orientation. Originality/value This study extends existing research by showing that formal knowledge and competencies acquired through university-based training meaningfully shape subsequent career development and success. It highlights the importance of proactive, self-directed individuals with strong career self-efficacy while advancing theoretical understanding of the antecedents of subjective career success. The findings offer practical guidance for educators, practitioners and policymakers aiming to strengthen individuals’ self-efficacy and career adaptability through enhanced higher education curricula, thereby cultivating adaptable, confident graduates who contribute to sustainable talent pipelines and institutional competitiveness.