“Striving for excellence” or “going to extremes”? The double-edged sword effect of leader perfectionism on work withdrawal behavior

Purpose Drawing upon conservation of resources theory, this study examines the double-edged mechanism of leader perfectionism on employee work withdrawal behavior (WWB). Design/methodology/approach This study utilizes a three-wave design with 319 participants. The hypotheses were tested by the structural equation model and the bootstrap method. Findings Leader perfectionism promotes employee job crafting and reduces WWB. Leader perfectionism also triggers employee workplace anxiety and increases WWB. Cognitive flexibility moderates the effects of leader perfectionism on job crafting and workplace anxiety. Additionally, it moderates the indirect effect of leader perfectionism on WWB through job crafting and workplace anxiety. Originality/value These findings contribute to a more nuanced understanding of WWB and the multifaceted nature of leader perfectionism’s effectiveness. The research offers valuable insights into organizational management practices.