日益高漲的人才需求以及公司間的激烈競爭使得組織難以留住有經驗、技能和才華的員工。公司必須確定員工離開組織的原因，以找到有效的措施來防止這一問題。本研究基於自我決定理論，探討轉型領導如何通過不同類型的工作動機影響員工留任的不同組成部分。它還檢查了員工年齡和性格特徵（包括犬儒主義）等個人因素，以及這些方面如何影響員工留在組織中的決定。本研究採取量化方法，優點在於能從大量員工中收集數據並在短時間內進行數據收集。數據來自於使用網絡平台SurveyMonkey 收集的346 名全職台灣員工。數據採用統計軟件 “Statistical Package for the Social Sciences”(SPSS) 進行評估。具體而言，"Smart Partial Least Squares” （PLS）用於路徑建模、測量模型和自助法以測試假設。PLS-SEM 的結果表明，內在動機部分中介了轉型領導與情感承諾之間的關係。認同調節和投射調節也部分中介了與規範性承諾的聯繫，而外在調節部分中介了轉型領導與持續性承諾之間的關係。此外，更高程度的員工犬儒主義削弱了轉型領導與認同調節之間的關係，間接影響情感承諾與規範性承諾。同時，員工年齡負向調節了轉型領導與規範性承諾和持續性承諾之間的關係。

The high demand for talent and intense competition among companies make it challenging for organizations to keep experienced, skilled, and talented workers. It is mandatory to determine why employees leave their organizations to find effective measures to prevent this problem. Based on self-determination theory, this study illustrates how transformational leadership influences different components of employee retention through various types of work motivations. The study aims to evaluate the factors impacting employee retention by examining the role of various types of work motivation. It also examines individual factors such as employee age and personality traits, including cynicism, and how these factors influence an employee's decision to remain with an organization. The approach taken in this study was quantitative, providing the advantage of gathering data from a large sample of employees and facilitating data collection within a short period. Data were obtained from 346 full-time Taiwanese employees using the internet platform SurveyMonkey. The data were evaluated using the Statistical Package for the Social Sciences”(SPSS). Specifically, “Smart Partial Least Squares” (PLS) was used in path modeling, measurement models, and bootstrapping to test hypotheses. The PLS-SEM findings indicate that intrinsic motivation partially mediates the relationship between transformational leadership and affective commitment. Identified regulation and introjected regulation also partially mediate the link to normative commitment, while external regulation partially mediates the relationship between transformational leadership and continuance commitment. Additionally, higher levels of employee cynicism weaken the relationship between transformational leadership and identified regulation, indirectly affecting affective and normative commitment. Meanwhile, employee age negatively moderates the relationship between transformational leadership and both normative and continuance commitment.

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