1.倡導型領導行為對於員工工作績效的預測，並無顯著的效果。 2.關懷型領導行為對員工工作績效的預測，並無顯著的效果。 3.倡導型領導行為對員工留任的預測，並無顯著的效果。 4.關懷型領導行為對員工留任的預測，β值為0.512(P<0.001)，具有顯著的效果，即主管採用關懷型的領導行為，可以增加員工留任的意願。 5.員工滿意對員工績效的預測，具有顯著的效果。 6.驗證員工工作滿意在倡導型領導行為對員工留任的影響中具有中介效果。此假設必須建立在倡導型領導行為對員工留任具有預測效果的前提下，經由多元迴歸分析的結果，倡導型領導行為對員工留任預測效果並不顯著，因此此假設不成立。 7.員工工作滿意在關懷型領導行為對員工留任的影響中具有部分中介的效果，亦即關懷型領導透過員工工作滿意影響員工留任的行為。 ;How to achieve the goals of an organization? It depends on effectual leadership of this organization. An effectual leadership can lead employee, inspire them and finally approach the goals. Being a good leader, who not only inspire employee, but also keep the organization positively. This is the key point to success. This study is about job performance, job satisfaction and intent to stay in job effect by leadership, trying to research the effects from these two kinds of leadership, structure and consideration. This research survey 226 employees in Taiwan, no limit of department and title and got 221 effective, using multiple regression analysis of SPSS to analysis the data. The conclusions are: 1.High structure leadership can’t predict job performance of employee. 2.High consideration leadership can’t predict job performance of employee. 3.High structure leadership can’t predict intent to stay in job of employee. 4.High consideration leadership predict intent to stay in job of employee with β 0.512 (P<0.001). 5.Job satisfaction predict job performance of employee with β 0.377 (P<0.001). 6.Job satisfaction is mediator between consideration leadership and intent to stay in job of employee.