組織應致カ於提升業務員之續效能力才能相隨地提高組織的獲利能力及達成目標。而唯有透過主管，對員エ關心、照顧與尊重，才能有效激發員エ在工作上展現出高續效。因此，本研究之目的在探討異文化管理對轉換型領導與工作續效關係之干擾影響。本研究探立意抽樣（purposive sampling )方式篩選出調查研究 對象，調查問卷共計發放600份，回收526份，有效問卷348份，有效回收率為58%。
研究結果顯示，轉換型領導對年度保費收入、年度佣金收入與年度承攬件數具有顯著的正向關係。當主管探用轉換型領導，越傾向傾聽、尊重、信任、激勵、鼓勵及關懷時，相隨地員エエ作續效的表現將會提升。異文化管理對轉換型領導與工作續效關係具有顯著的干擾效果，亦即在多國籍企業異文化管理，對母公司、子公司以及母子公司間管理與融合文化上，會正向影響轉換型領導與年度保費收入、年度佣金收入與年度承攬件數的關係。

There is a need for an organization to lift the jod performance capabilities ot its salespersons such that both the lift of profitability and the fulfillment of the organizational goals are possible accordingly.
And, that the managements care, look after and respect the employees motivates those employees producing better Job performances.
Therefore, the goal of this research is to probe how the cross-cultural management interfere the relationships between transformational
leadership and job performance. We use purposive sampling approach to screen our subjects; we release 600 copies of questionnaires, among them 526 copies recovered and 348 copies effective, the recover rate is 58%.
The research outcomes are listed below: transformational leadership significantly and positively influence the annual premium income, the annual commission income and the annual contract number. That the management implicates transformational leadership and listens, respects, trusts, drives, encourages and cares the employees enhances better job performance. The cross-cultural management significantly interfere the relationships between transformational leadership and job performance, in other words, on the matters of management and cultural integration among their parent companies, subsidiaries and parent and subsidiary companies, the cross-cultural management among multiple nation enterprise positively influence the annual premium income, the annual commission income and the annual contract number.