In two studies, we investigated whether leader evaluation would mediate the positive association between followers’ future perspectives in their organization and their organizational commitment and whether this indirect effect would be moderated by an organizational tenure. In Study 1, we recruited 191 college students (68 males and 123 females) with their mean age of 19.91 (SD=1.02) years old. In Study 2, we recruited 179 full-time employees in less than five years of employment (113 males and 65 females, 1 non-response) with their mean age of 32.94 (SD=7.68) years old. These participants were asked to recall their group or organization with a leader and, then, to respond to the scales of leader evaluation (i.e., personality and competence evaluation), future perspectives in their organization, and organizational commitment. In both studies, we found the indirect effect of personality evaluation on organizational commitment through future perspectives. This indirect effect was not moderated by organizational tenure. In other words, the importance of the evaluation on leaders’ personality was maintained even when the organizational tenure became longer, and this tendency was similar for both university students and full-time employees. On the other hand, the indirect effect of competence evaluation was moderated by an organizational tenure only among full-time employees. This result indicated that for full-time employees who belong for a longer time, their positive evaluation on their leader’s competency would likely shape their positive future perspective in their organization.