Abstract
Studies of perfectionism in the workplace have yet to clarify the effects of
supervisors’ other-oriented perfectionism on their subordinates. Therefore,
this study tested the hypothesis that supervisors’ other-oriented perfectionism
affects subordinates’ perfectionism and indirectly affects their task performance
and psychological distress. We also examined whether these relationships are
moderated by length of tenure and proactive behavior. The results of the analysis
revealed the following. First, supervisors’ other-oriented perfectionism positively
affected subordinates’ perfectionism. Second, we found that supervisors’
other-oriented perfectionism has a positive indirect effect on task performance
and a negative indirect effect on psychological distress through subordinates’
perfectionist efforts. Conversely, there is a negative indirect impact on task
performance and an indirect positive impact on psychological distress through
perfectionist concerns. Third, we find that most of these relationships were
strengthened within three years of employees’ tenure with the company, and
the effects of psychological distress through perfectionist concerns were found
to be weakened by job-change negotiating. This study extends workplace perfectionism
research by examining the effects of supervisors’ other-oriented perfectionism
on subordinates’ perfectionism.
