Abstract Title: Study of Transformational Leadership, Organizational Justice, Job Insecurity, Turnover Tendency, Organizational Commitment, and Self-Efficacy: Taking C Bank as An Example University: National Sun Yat-sen University, Institute of Human Resource Management Date: 2nd Semester of Year 2006 Graduate student: Ching-Chung Chen Advisors: Drs. Liang-Chih Huang & Cheng-Chen Lin In Year 2000 and 2001, the respective passage of the Financial Institutions Merger Act and Financial Holding Company Act encouraged the merger of financial institutions to reach the effect of scale economy with a view to developing capital efficiency, cost saving, and cross selling, the 0so-called 3C. Along with the rapid change of the external environment, the privatization of state-owned banks is both a trend and the way to increase competition. When the environmental changes, the organizations will be merged or have to transform if the service provided are not competitive anymore or substituted by other service. In order to increase the competition of banking industry, the purpose of the study is to explore the relationships among transformational leadership, organizational justice, job insecurity, turnover tendency, affective commitment, and self-efficacy in the banking industry. Accordingly the subjects of this study were the current employees of C bank in Kaohsiung city, Kaohsiung county, Pingtung area, and Taitung area. Data was collected through the survey with a 447 valid questionnaires. Through the statistical analysis including t-test, one-way ANOVA, Pearson correlation, and multiple regression, the findings were as follows. 1. Job insecurity which employees felt significantly differed from their ages, working years for current company, working years for banking and years of colleague with director. However, it showed that demographic statistics variables didn¡¦t make any difference for transformational leadership and organizational justice. 2. With diverse ages, working years for current company, working years for banking and years of colleague with director, employees would show great difference in turnover tendency and affective commitment. 3. Transformational leadership and organizational justice had no significant effect on job insecurity, but there were strong negative correlation with turnover tendency and significant positive correlation with affective commitment. 4. Self-efficacy did not have a significantly moderating effect on referring transformational leadership and organizational justice to job insecurity, turnover tendency, and affective commitment. Key Words: transformational leadership, organizational justice, job insecurity, turnover tendency, ffective commitment, self-efficacy