Leader perfectionism towards employees: a double-edged sword affecting employee innovation behaviour

Purpose Grounded in the cognitive appraisal theory of stress, this study explored the double-edged effect of leader perfectionism towards employees on employee innovation behaviour. Design/methodology/approach A survey was conducted in different types of enterprises across China, yielding 304 valid responses. The hypotheses were tested using the bootstrapping method. Findings The results revealed that leader perfectionism towards employees positively promotes employee innovation behaviour through challenge appraisal, while exerting a negative effect via hindrance appraisal. Challenge appraisal is positively associated with employee innovation behaviour by enhancing work engagement, whereas hindrance appraisal inhibits employee innovation behaviour through work withdrawal. Furthermore, leader perfectionism towards employees positively predicts employee innovation behaviour via the sequential mediation of challenge appraisal and work engagement, while impairing it through the sequential mediation of hindrance appraisal and work withdrawal. Originality/value The findings unpack the “black box” between leader perfectionism towards employees and employee innovation behaviour by revealing a dual-effect mechanism, thereby offering valuable implications for organisational innovation management practices.