Linking Leader’s Other-Oriented Perfectionism, Close Monitoring Behavior, and Employee Emotional Exhaustion: A Leader-Centric Approach

Abstract

Although the influence of perfectionist leaders has been acknowledged by practitioners, only few studies have explored the possible consequences of leaders with perfectionism. Recognizing the importance of leader perfectionism as a potential predictor of leadership behaviors as well as employees’ attitudes and behaviors, the current study explores the interpersonal consequences of leader perfectionism in the context of leadership. Drawing upon the trait approach to leadership and conservation of resources theory, this study examines the effects of leaders’ other-oriented perfectionism on their close monitoring behavior, and in turn employees’ emotional exhaustion. Moreover, this study tests the moderating role of leaders’ trust in followers on the relationship between leaders’ other oriented perfectionism and close monitoring behavior. Using multi-sourced data from 158 supervisor-employee dyads in South Korea, this study found that leaders with other-oriented perfectionism are likely to engage in close monitoring behaviors toward employees, thereby leading to employee emotional exhaustion. Unlike the prediction, however, the results do not support the moderating effect of leaders’ trust in followers in the hypothesized model. Theoretical and practical implications are discussed.