Perfectionism damages performance: shifting the dial through learning and development interventions

Purpose This article aims to explore the relationship between perfectionism and job performance to suggest opportunities for organizational learning and development. Design/methodology/approach The article examines and contextualizes existing research on perfectionism for organizational learning and development. This study identifies gaps and puzzles in the perfectionism-performance relationship and provides practical insights for leaders and managers. Findings The study's findings suggest trends in the perfectionism-job performance relationship and have practical implications for organizations. The study also proposes practical ideas, a framework for future research and interventions that organizations can use to promote excellence in the workplace. Originality/value This article is original in its focus on the relationship between perfectionism and job performance, and it contributes to both research and practice by discussing the academic and practical aspects of perfectionism in the workplace.