The purpose of this study was to assess the impact of transformational and transactional leadership on turnover intention, as well as the impact of perceived empowerment on turnover intention as a moderator between transformational/transactional leadership and turnover intention. Furthermore, this study aimed to investigate whether personality played a moderating role in the connection between transformational/transactional leadership and turnover intention. This was done because every employee is unique, even when placed in the same environment, and their reactions may vary depending on their nature. This study was carried out based on the sample of Chiness workforce from the various bushiness organization (n=549). As a result of the study, this study found results as follow; first, it was confirmed that the relationship between transformational/transactional leadership and turnover intention (-) was significant. Second, in the relationship between transformational leadership and turnover intention, empowerment (meaningfulness, competency) was found to have a mediating effect. Third, in the relationship between transactional leadership and turnover intention, empowerment (meaningfulness, competence, and influence) was found to have a mediating effect. Fourth, the moderating effect of personality 5 factors (sincerity, neuroticism, and openness) was confirmed in the relationship between transformational leadership and turnover intention. Fifth, the moderating effect of personality 5 factors (affinity) was confirmed in the relationship between transactional leadership and turnover intention.