Good Disciple or Good Actor: How and When Leader Perfectionism Impels Subordinates' Self-Regulation

Abstract

Integrating goal orientation approach with self-concept perspective of self-regulation, we develop and test a multilevel theory that delineates both functional and dysfunctional subordinate responses toward leader perfectionism. We propose that when subordinates have a strong learning goal orientation, leader perfectionism leads to perfectionistic identity salience, resulting in increased job performance and proactive behavior. In contrast, when subordinates have a strong performance goal orientation, leader perfectionism hinders job performance and proactive behavior via perfectionistic self-presentation. The theoretical and practical implications for perfectionism and leadership are discussed.