近年來國軍已轉型為全志願役的募兵時代，這個世代所衍生出少子化的影響，使得青年加入國軍行列後，因幹部領導統御造成環境不適應及現役人員留營率不佳等問題。面對主管與部屬溝通中我們瞭解到，現今國軍組織文化已不復從前以往的徒法煉鋼方式來帶領團隊執行任務。雖然離職可以汰除部分不適任人力以利組織的調整，但是過度的離職率反而流失重要人才，國軍內部的專業知識和經歷不僅無法傳承，無形中都是對國軍產生傷害。在部隊中，部屬是工作績效的直接創造者，所以部隊領導者或者組織文化的強弱都有可能直接影響到部屬的工作績效。本研究旨在探討魅力型領導對員工情感與離職傾向之影響研究，並以組織文化為干擾變項，找出其間的關聯性，作為未來國軍招募人才及提升留營率參酌依據。
本研究共回收 406 份問卷，扣除無效問卷 4 份，最終以有效問卷 402份進行資料分析，運用 SPSS Statistics 17.0及SmartPLS（V.3.2.8）統計軟體進行分析，研究結果如下：
一、魅力型領導對部屬需求的敏銳、願景倡導、個人自信表現及形象管理對於員工的正向情感及負向情感的正、負向影響，皆獲得支持。
對工作環境的敏銳對於負向情感未獲得支持。
二、魅力型領導對部屬需求的敏銳對於離職傾向的負向影響獲得支持。魅力型領導對工作環境的敏銳對於離職傾向的負向影響未獲得支持。
三、員工情感對正向情感及負向情感對於離職傾向的正、負向影響均獲得支持。
四、組織文化對於正向情感及負向情感的正、負向影響均未獲得支持。

In recent years, army has been transformed into an era of all-volunteer recruitment. This generation has resulted in the impact of declining birthrates. After young people join the ranks of the national army, problems such as environmental inadaptability and poor retention rate of active duty personnel due to cadre leaders' dominance . In the face of communication between supervisors and subordinates, we learned that the current organizational culture of the national army has no longer used the steel-making method of the past to lead the team to perform tasks. Although resignation can eliminate some unsuitable manpower to facilitate organizational adjustments, the excessive turnover rate will instead drain important talents. Not only can the internal professional knowledge and experience of the national army not be passed on, but it is virtually harmful to the national army. In the army, subordinates are the direct creators of work performance, so the strength of the army leader or organizational culture may directly affect the work performance of the subordinates. This research aims to explore the impact of charismatic leadership on employee emotions and turnover intentions, and use organizational culture as an interference variable to find out the correlation between them, as a basis for future recruitment of talents for the army recruits talents for considerationa.
In this study, a total of 406 questionnaires were collected, and 4 invalid questionnaires were deducted. Finally, 402 valid questionnaires were used for data analysis, using SPSS Statistics 17.0 and SmartPLS (V.3.2.8) statistical software for analysis. The results of the study are as follows:
1. Charismatic leaders' sensitivity to subordinates' needs, vision advocacy, personal self-confidence performance, and image management have positive and negative influences on employees' positive and negative emotions, and are all supported.Sensitivity to the work environment is not supported by negative emotions.
2. Charismatic Leadership sensitivity to subordinates' needs can gain support for the negative influence of turnover intention. Charismatic leaders' sensitivity to the work environment has not received support for the negative influence of turnover intention.
3. The positive and negative effects of employee emotions on positive emotions and negative emotions on turnover intentions are supported.
4. Organizational culture has not received support for the positive and negative influences of positive and negative emotions.

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