This study tries to reverse the direction of previous impression management studies from an employee-centric perspective to supervisor-centric perspective. By conducting supervisor¡¦s impression management as independent variables, employee¡¦s loyalty to supervisor as dependent variables, employee¡¦s social desirable response as controlling variables, and employee¡¦s positive reactions toward supervisor as a mediating role, to discuss the relationship among supervisor¡¦s impression management, employee¡¦s positive reactions and loyalty to supervisor. This research collected data from dyad questionnaires including 219 subordinates with 47 leaders in Taiwanese bank industry, and further used hierarchical linear modeling (HLM) to examine the hypotheses. Result showed that supervisor¡¦s impression management has positive effect on employee¡¦s positive reactions and loyalty to supervisor, and employee¡¦s positive reactions toward supervisor also has significant influence on employee¡¦s loyalty to supervisor. Moreover, employee¡¦s positive reactions toward supervisor will mediate the relationship between supervisor¡¦s impression management and employee¡¦s loyalty to supervisor. This study accordingly raised some suggestions for further research and practitioners.

For an enterprise, the appropriate flow rate of employees helps the metabolism of an organization and prevents an organization from becoming rigid. The appropriate flow of employees helps the enhancement of management efficiency of an enterprise. If the flow rate is too high, however, it will cause the loss of employees, the high expense of recruiting and training, and the low morale of employees. Moreover, it will cause the deficiency of human resource. In addition to general resignation mentioned in the above, another phenomenon of collective-resignation is arising. Collective-resignation has caused the crisis of management. Therefore, how to avoid collective-resignation is an important issue of an enterprise. This research discusses how the organizational commitment influences the initiative collective-resignation intention and passive collective-resignation intention. The object of this research is mainly on the employees in enterprises. The number of issued questionnaires is 750, and finally the number of returned questionnaires is 406. The rate of returning is 54.1 percent. The statistics results in the analysis as the following: 1.Governmental commitment has great influence on collective-resignation intention. Among them, the regulative commitment has positive effect on initiative collective-resignation and negative effect on passive collective-resignation (following the supervisor). The emotional commitment has negative effect on passive collective-resignation (following the supervisor). The sustained commitment has positive effect on passive collective-resignation (following the colleague). 2.The loyalty to supervisor has remarkable effect on collective-resignation. Among them, the dimension of recognition internalization is the most remarkable. 3.The effect of the loyalty to supervisor has more influence on passive collective-resignation than organizational commitment. 4.The collective-resignation intentions are divided into three dimensions: initiative collective-resignation intention, passive collective-resignation intention (following the supervisor) and passive collective-resignation intention (following the colleague).