Abstract
The present work discusses how relationships within an organization, between managers and their employees, are reflected in an organization’s relationships with its customers. Assuming that implicit managerial theories about human nature do not only become apparent in leadership styles but also in customer service strategies, this article transfers McGregor’s well-known work on human motivation, Theory X and Theory Y, to the service context. It further derives a framework of possible consistencies and inconsistencies between leadership styles and customer service strategies, depending on managerial beliefs about the average employee and customer. In conclusion, this work underlines that it is conducive to the development of trustful und productive relationships both with customers and employees if managers proceed from confident assumptions about them, thereby activating virtuous circles instead of negative spirals.
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