在當前快速變遷的經營環境下，企業常面臨潛力人才婉拒晉升所導致的接班斷層。本研究旨在解構員工面對升遷機會時的決策心理機制，探討主管授權型領導與個體知覺之工作生活衝突對員工決策傾向（警覺決策傾向與決策迴避傾向）之影響，並檢核知覺組織支持在上述關係中所發揮之調節與緩衝作用。此外，本研究進一步分析職級（主管職與非主管職）及世代差異（如：Z世代）在避事心理上的表現，以釐清不同背景族群在職涯晉升決策上的資源權衡差異。本研究採問卷調查法，以台灣地區在職正職員工作為研究對象，透過網路問卷回收 462 份有效樣本，並以 SPSS 進行階層迴歸分析。實證結果顯示，主管授權型領導能有效激發部屬的認知投入與心理自主感，顯著提升警覺決策傾向，並有效抑制防禦性的決策迴避動機。工作生活衝突是導致員工迴避升遷的關鍵因素；當工作過度侵蝕私人生活邊界時，員工會因感知資源淨損而採取迴避策略以維護現有心理資源。知覺組織支持在模型中發揮了關鍵的調節韌性，既能強化授權領導的正向激勵效果，亦能作為「心理安全網」，緩衝生活失衡帶來的資源焦慮，進而抑制避險行為。本研究回應過去升遷相關研究較少探討員工主動拒絕升遷之心理機制的研究缺口，並整合資源保存理論與自我決定理論，從資源耗損、資源補給及基本心理需求滿足等觀點，探討員工面對升遷機會時之決策歷程。透過此一整合性觀點，本研究不僅有助於深化對員工升遷決策心理的理解，亦可為企業規劃接班人制度、領導發展措施及組織支持機制提供實證基礎與管理意涵。;In today’s rapidly changing business environment， enterprises frequently face succession gaps caused by potential talents declining promotion opportunities. This study aims to deconstruct the psychological mechanisms underlying employees′ decision-making processes when faced with promotion opportunities. Specifically， it examines the impacts of empowering leadership and perceived work-life conflict on employees′ decision-making styles (namely， the vigilant decision-making style and decision avoidance tendency)， while validating the moderating and buffering roles of perceived organizational support (POS) within these relationships. Furthermore， this research analyzes the behavioral manifestations of avoidance motivation across different job levels (managerial vs. non-managerial positions) and generational cohorts (e.g.， Generation Z) to clarify the variance in resource trade-offs among distinct demographic groups during career advancement decisions. A questionnaire survey method was adopted， targeting full-time employees in Taiwan. A total of 462 valid responses were collected via online questionnaires， and hierarchical regression analysis was conducted using SPSS. The empirical results indicate that empowering leadership effectively stimulates subordinates′ cognitive investment and psychological autonomy， significantly enhancing the vigilant decision-making style while inhibiting defensive decision avoidance motivation. Work-life conflict emerges as a critical driver of promotion avoidance; when work heavily encroaches on personal life boundaries， employees adopt avoidance strategies as a defense mechanism to protect their remaining psychological resources from net depletion. POS serves as a critical resilient moderator in the model; it not only reinforces the positive motivational impact of empowering leadership but also functions as a "psychological safety net" that buffers the resource anxiety caused by work-life imbalance， thereby mitigating avoidance behaviors. This study bridges a key theoretical gap in literature by addressing the psychological mechanisms behind employees′ active rejection of promotions， which has been less explored in previous research. By integrating Conservation of Resources (COR) theory and Self-Determination Theory (SDT)， this study explores the decision-making process of employees facing promotion opportunities through the lenses of resource depletion， resource replenishment， and basic psychological needs satisfaction. Through this integrated framework， this research not only deepens the theoretical understanding of employees′ promotion decision-making psychology but also provides a solid empirical foundation and practical managerial insights for enterprises designing succession planning， leadership development programs， and organizational support mechanisms. Keywords: Empowering Leadership，Work-Life Conflict， Perceived Organizational Support (POS)， Vigilant Decision-Making Style， Decision Avoidance Tendency， Promotion Decision.
