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Abuse as a reaction of perfectionistic leaders: A moderated mediation model of leader perfectionism, perceived control, and subordinate feedback seeking on abusive supervision
Author(s) -
Guo Li,
Chiang Jack TingJu,
Mao JihYu,
Chien ChungJen
Publication year - 2020
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1111/joop.12308
Subject(s) - psychology , perfectionism (psychology) , social psychology , moderated mediation , abusive supervision , mediation , control (management) , management , political science , law , economics
In this paper, we explore why and when perfectionistic leaders are likely to abuse subordinates. The results of a multi‐wave, multi‐source survey study of 253 pairings of leader–subordinate dyads indicate that perfectionistic leaders are likely to perceive less control than non‐perfectionistic leaders and are thus likely to show more abusive behaviour towards subordinates. In addition, subordinate feedback‐seeking behaviour moderates this mediated relationship. Specifically, the less subordinates seek feedback from perfectionistic leaders, the less control the leaders perceive themselves to have and the more abusive behaviour the leaders will exhibit towards the subordinates. Implications for theory, practice, and future research are also discussed. Practitioner points Perfectionistic leaders can engage in abusive behaviours that impede functioning. Perfectionistic leaders tend to perceive less control and thus abuse subordinates, especially when perceiving less subordinate feedback‐seeking behaviour.