Whose customer orientation? Exploring the relationships between leaders, team customer orientation climate and customer satisfaction

Abstract

PurposeTeam leaders play a vital role in achieving superior team performance. However, their role in implementing the organizational customer orientation strategy is not well understood. Drawing on social exchange theory, this study investigates how team leader customer orientation affects team customer orientation climate and team performance (i.e. customer satisfaction) as well as the moderating role of transformational leadership in such effect.Design/methodology/approachThis study builds on survey data collected from matched team leaders, employees and customers nested in 81 service teams and employs hierarchical multiple regression analysis to test the hypotheses.FindingsThe findings indicate that team leader customer orientation increases team customer orientation climate, which leads to a higher level of customer satisfaction. Leaders' transformational leadership moderates the link between a leader customer orientation and team customer orientation climate in an unexpected way. When a team leader is transformational, the team customer orientation climate is enhanced, regardless of the level of team leader customer orientation. When a team leader's transformational leadership is low, the higher leader customer orientation is and the higher team customer orientation climate is.Originality/valueThis study contributes to the customer orientation, transformational leadership and service literature by unraveling team leaders' roles in boosting team customer orientation climate and team effectiveness.