This study examines the impact of CEO transformational leadership behavior on middle managers’ job performance and job satisfaction. Based on a sample of 66 CEOs and 557 middle managers from 66 Chinese companies, we found that CEO transformational leadership behavior has a significant and positive effect on middle managers’ job performance and job satisfaction. Moreover, based on social exchange and value-based leadership theories, we further examines the mediating role of middle managers’ perceived organizational support on the relationships between CEO transformational leadership behavior and middle managers’ job performance and job satisfaction, as well as the role of CEO values on the relationship between CEO transformational leadership behavior and middle managers’ perceived organizational support. Our results showed that middle managers’ perceived organizational support partially mediated the relationships between CEO transformational leadership behavior and middle managers’ job performance and job satisfaction, and that CEO other-oriented value strengthened the relationship between CEO transformational leadership behavior and middle managers’ perceived organizational support, while CEO self-enhancement value weakened the relationship between CEO transformational leadership behavior and middle managers’ perceived organizational support. Such findings contribute to the literature by unpacking whether, how, and why CEO transformational leadership is related to individual-level employee outcomes.