本研究探討國營企業綠色能源轉型管理議題，藉由台電公司善盡綠能企業社會責任，進而影響員工對組織的承諾，加上主管採取轉換型領導風格，以降低一線員工對於能源變革之抗拒。透過問卷調查北中南東各地區的發電廠及營業區處等共計12個單位之一線員工及其主管，有效問卷共232份（有效樣本回收率51.56％），結果顯示善盡綠能企業社會責任確實能夠提升員工的組織承諾，但這樣的承諾卻無助於降低員工面臨能源變革時所產生的抗拒；但若將樣本分成兩個群體，群體一為台電公司基層人員（由技術員、職員和課長/主任組成），群體二為台電公司高階主管（由經理級(含)以上主管組成）去探討組織承諾與變革抵制間關係，發現職務上職級越高者其組織承諾與變革抵制呈現顯著的反向因果關係，但因高階主管本身為組織上位者，較不受轉換型領導力影響；而反觀職級越低者，其組織承諾與變革抵制間並無顯著的因果關係，因此，若其主管仍採取轉換型領導風格，不僅無法降低員工對於變革的抗拒，反而會適得其反。

This study explores the management issues of green energy transition in state-owned enterprises. The company fulfills its green energy corporate social responsibility（GECSR） by Taiwan Power Corporation（Taipower）, which can affect employees’ commitment to the organization（OC）. Simultaneously, supervisors adopt transformational leadership（TL） to reduce frontline employees’ resistance for organizational changing. Through a survey based on the effective sample of 232 for Taipower, and the results showed that partly hypotheses are supported. If TPC implements GECSR's policies, it will effectively enhance employees’ commitment to the organization. However, organizational commitment cannot reduce employees’ resistance to organizational changes（or energy changes）. If we divided the samples into two groups: the first group is the basic staff of Taipower（composed of technicians, engineers and section managers）, and the other one is the senior managers of Taipower (composed of department managers or above) . We can find the organizational commitment is significantly negative related to change resistance for senior managers, but it isn’t for the basic staff. Finally, the study points out that transformational leadership will reversely regulate two variables between organizational commitment（OC）and resistance to change（RC）. Therefore, if the managers of Taipower adopt transformational leadership to their subordinates, they will get a counter effect from the subordinates.

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