上司の他者志向的完全主義が若手社員にもたらす影響

抄録

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.