While Western management literature extensively links Transformational Leadership to employee outcomes, the mechanisms by which these dynamics operate in high-context, Confucian cultures remain underexplored. This study investigates the relationship between Transformational Leadership and Career Sustainability among Taiwanese professionals, positing "Thriving at Work" as the primary psychological mediator. Drawing on Self-Determination Theory, this research integrates the indigenous concepts of Guanxi (relational connection) and Mianzi (face) to contextualize how Western leadership constructs are decoded locally. We argue that in Taiwan’s socially dense professional environment, Transformational Leadership is effective not merely because it inspires, but because it satisfies the culturally specific need for "in-group" status (Relatedness) and social safety (Competence). Using a quantitative survey design from the various industries, the study tests a model where leadership behaviors fuel the vitality and learning components of Thriving, which in turn fosters sustainable career resources. Findings suggest that Thriving acts as a crucial "cultural bridge," translating leader support into long-term Career Sustainability. The study contributes to the literature by demonstrating that Career Sustainability in Taiwan is fundamentally relational, relying on the accumulation of social capital within the Guanxi network.

Authors:
Tawanini Liu, National Quemoy University, Taiwan
Hsing Kuo Wang, National Quemoy University, Taiwan
Edward Edward, National Quemoy University, Taiwan
Franky Kangharnando, National Quemoy University, Taiwan

About the Presenter(s)
My name is Mr. Tawanini Nikie Liu, and my general academic interests include overseas Chinese entrepreneurship, cross-cultural management in the Asia–Pacific region, sustainable business development, and leadership practices in multicultural areas.

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