The purpose of this study is to stipulate that transformational leadership at the store level impacts the customer orientation of service employees through support from supervisors and coworkers ; and examines the possibility that customer orientation leads to positive customer-experienced service and perceived employee service performance. Additionally, the study leverages transformational leadership theory as a cornerstone, to examine how supervisors' leadership behaviors influence subordinates' customer orientation. The author uses the concept of "trickle down model" proposed by Masterson to discuss the methods used by transformational leaders to motivate employees to become customer oriented by increasing employee perceived management support and customer support. colleagues perceived by employees. For example, when supervisors demonstrate transformational leadership, employees may distinguish this as support from their supervisors and, in doing so, reciprocate this support by maintaining a positive customer orientation. Additionally, transformational leaders can stimulate mutual support among their subordinates to achieve a common goal. For example, service employees who perceive mutual support from their coworkers may find that they maintain superior individual resources to meet adequate customer needs. Similarly, the authors examine how an employee's customer orientation predicts customer-rated service performance. The author builds on the positive aspects of what a transformational leader should be by illustrating that transformational leaders can successfully simplify the task requirements of service employees by coaching them on how to meet customer needs, which which can contribute to reducing the role of the employee. .middle of the paper vision, using the people in the organization; acts as a change agent within the organization by setting an example on how to initiate and implement change; helps the organization by helping others contribute to the organization. This research highlights the perception of transformational leadership from the employees' perspective to the supervisor's perspective, which limits the generalizability of this study. Recommendation for further research in the areas of correlation between transformational leadership and employee customer orientation to examine whether organizational level variables enhance customer orientation through the trickle-down process. Additionally, research has not highlighted all four aspects: idealized influence, inspirational motivation, intellectual stimulation, and individual to transformational leadership as it impacts the service sector (Northouse)., 2001).