服務業已漸漸成為台灣經濟的龍頭，且產值佔國內生產毛額的比率越來越高，然而，企業能否永續經營、持續獲利，其關鍵因素在於顧客對服務的滿意與否，所以，為讓顧客對企業有好的服務評價，進而提升顧客的滿意度與忠誠度，管理者必須重視與顧客有頻繁接觸的銷售（服務）人員之服務行為，即為以顧客為中心的顧客導向行為，因為過去有研究證實顧客導向與顧客滿意之間存在正向相關性，且有利於與顧客建立良好的關係。服務業員工為高情緒勞務工作者，其同時面臨顧客、主管所給予的壓力，更需要獲得組織、主管對他們重視與支持，且期望同事能給予工作上的協助，此即為支持型工作環境，而主管的領導風格則會影響支持型工作環境的塑造，因此，本研究即以員工知覺組織、主管及同事支持為中介，探討其對領導風格與顧客導向行為的關係是否具有中介效果。
本研究收集的樣本囊括40個不同的服務業組織，研究對象是與顧客有頻繁接觸的銷售（服務）人員，而問卷共發出227份，回收222份，回收率達97%，有效樣本共計213份。研究結果顯示，主管表現出轉換型領導風格行為的頻率越高，員工知覺到組織、主管及同事支持的程度越高，而交易型領導風格僅與員工知覺主管支持具顯著正向相關性，綜觀領導風格對員工知覺支持的影響效果，其說明轉換型領導風格影響員工知覺支持的程度高於交易型領導風格，此外，當員工知覺到組織及主管支持的程度越高時，則越會表現出顧客導向行為，所以，本研究所探討的主題：員工知覺組織、主管及同事支持對領導風格與顧客導向行為關係之中介效果，此假設的驗證結果為部份成立。
建議管理者應多表現出轉換型領導風格的行為，重視員工的個別需求、多給予員工關懷與鼓勵，並塑造支持型的組織文化，讓員工感受到組織及主管對他們的支持，員工之間也會互相幫助，如此更益於顧客導向行為的表現。

In service organizations, salespersons or first-line service workers have frequent contacts with customers and their service behaviors could influence customers’ perceived service quality. Past research has demonstrated that customer-oriented behavior positively affects customer satisfaction and helps to build good buyer-seller relationships. In order to increase customer satisfaction and loyalty, service supervisors must pay attention to make sure that employees perform customer-oriented behaviors. However, service workers are emotional labors, so they need support from the organization, supervisors, and coworkers. But leadership behaviors could affect employees’ perceived support. It means that employees’ perceived support could be the mediator that explains how transformational and transactional leadership influence customer-oriented behavior. In this study, perceived organizational, supervisor, and coworker supports were proposed to be the complete mediators.
Data were collected from 40 service organizations, including 213 employees. The results showed that perceived organizational and supervisor supports were the complete mediators between transformational leadership and customer-oriented behavior. However, only perceived supervisor support fully mediated between transactional leadership and customer-oriented behavior. Results also found the effect of transformational leadership on customer-oriented behavior was higher than transactional leadership. This research suggests service supervisors should deliver more of the transformational leadership.

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