Perfectionistic behaviour from team leaders can have consequences far beyond the workplace, increasing employees’ work–family conflict and making them more likely to work while ill, according to a new study.

The study examined the effects of leaders’ other-oriented perfectionism, a tendency to impose unrealistically high standards on others and criticise shortcomings.

The findings suggest that when employees perceive their team leader as perfectionistic, they are more likely to experience conflict between their work and family lives. That strain, in turn, is associated with higher levels of presenteeism, where employees continue working despite being unwell.

Dr Rahul Goel, Senior Lecturer in Organisational Behaviour and Human Resource Management at Sheffield Hallam University and lead author of the research, said:

"We were interested in understanding what happens when perfectionism is directed towards others, particularly when it comes from people in positions of leadership. Because perfectionism is often seen as positive, our findings highlight that leader driven perfectionistic expectations can harm wellbeing and life outside work."

"Organisations should therefore reconsider which leadership behaviours and norms they promote, rather than assuming higher standards always improve outcomes. I hope this research encourages organisations and leaders to reflect on how expectations are communicated and the potential consequences of creating an environment where leaders expect perfection from employees.”

The paper, "The perfect storm: How leader perfectionism fuels employee work–family conflict and presenteeism," published in Work & Stress, brings together academics from Sheffield Business School at Sheffield Hallam University, University of East Anglia (UEA) and the University of Liverpool.

Prof Ana Sanz Vergel, Professor of Work Psychology, in UEA’s Norwich Business School, said:

"This study reveals the powerful influence of leadership and the blurred boundary between work and home. Leaders' perfectionistic expectations spill over into employees' home lives, making it harder for them to cope with family demands. And the consequences are substantial: conflict between the work and family domains depletes employees' energy to the point that they lack the resources to engage in health-protective coping strategies."

"Instead, they may turn to what appears to be the easier option but is ultimately a harmful one. We need to challenge the notion that presenteeism is the answer."

The study explains how demanding leadership behaviour can drain employees’ time, energy and emotional resources. The pressure to meet high standards at work may leave employees with less capacity for family responsibilities, increasing stress across both domains.

The study also suggests that presenteeism should be understood not just as an individual choice, but as a behavioural response that can emerge when employees are under sustained strain.

The research, based on a survey of 483 employees across 102 teams in UK universities and colleges, was conducted using a longitudinal design over six months, with data collected at three points in time. It adds to growing evidence that leadership styles can influence employees’ wellbeing in ways that extend beyond the office or campus.