本研究旨在研究轉換型領導、傳統交易型領導與師徒制於壽險事業外勤工作者之工作執行中有何差異，及如何透過轉換型領導的觀念來建構一套有效率的培訓系統。壽險外勤工作人員的管理相當複雜，既無直接報酬關係，亦無絕對的管理權力，所以有別於傳統領導者的執行方式，好的管理是複雜的，而有效的領導則可以帶動實質的革新及成效。 本研究欲瞭解轉換型領導於保險公司的招募、培訓、育才、留才工作流程中如何建立一套適用於個案公司使用之系統，並透過麥肯錫顧問公司專業顧問診斷之面向來進行修正與補強核心競爭力。研究方式為歸納式論述並結合正在進行之實務運作經驗作為佐證。結果顯示:1.透過清晰的目標溝通，讓同仁更理解及知曉組織的整體目標及要求，可以大幅度的提升同仁的向心力進而提高自主工作的意願及動能2.給予完整的培訓，讓同仁有更熟練的技能來推動業務可以大幅提升業績及人力引進產能3.固定頻率的一對一輔導(一週一次或二週一次):透過活動量規劃及管理可有效的督促同仁在一個固定的工作量中工作並可提早理解問題4.運用數位化管理客戶及行程，讓時間管理及客戶有效開發效率更好 This study aims to study transformational leadership, transactional leadership and traditional apprenticeship in the life insurance industry, and how to construct an effective training system through the concept of transformational leadership. The management of life insurance field staff is quite complicated. There is no direct remuneration relationship and no absolute management power. Therefore, it is different from the traditional leader's implementation. Good management is complex, and effective leadership can drive substantial innovation and results. Therefore, this study is to understand how a conversion leader should establish a system suitable for company-wide use in the recruitment, training, nurturing, and retention process of an insurance company, and correct it through the face of McKinsey consultants' professional consultants. And strengthen, establish the core competitiveness of C company. The research methodology is inductive and combined with ongoing operational experience.The results of this study show:1. Through clear target communication, let colleagues understand and understand the overall goals and requirements of the organization, which can greatly enhance the centripetal force of colleagues and enhance their willingness and kinetics of independent work.2. Give complete training to enable colleagues to have more skilled skills to promote business and significantly improve performance and manpower introduction capacity3. One-on-one tuition at a fixed frequency (once a week or once two week): Through the planning and management of activity, it can effectively urge colleagues to work in a fixed workload and understand problems early.4. Use digital management of customers and itinerary to make time management and customer effective development more efficient.
