Key Points
- Perfectionists work longer hours, but the payoff in performance is surprisingly small.
- Striving for high standards can give a modest boost to success, while constant self-criticism does not.
- Both “good” and “bad” perfectionism are linked to overwork, raising risks of burnout.
- Organizations may benefit more from supporting balance than rewarding endless hustle.
The Double-Edged Sword of Perfection
Imagine an employee staying late to polish a report until the last comma gleams. Their dedication seems admirable—but is this drive for flawlessness actually helping them succeed, or simply keeping them chained to their desk?
Perfectionism has long been praised as a badge of commitment. Yet it has also been blamed for stress, burnout, and never-ending dissatisfaction.
To untangle these contradictions, researchers conducted a meta-analysis of 26 studies including nearly 10,000 workers.
Their goal: to see how perfectionism really connects to working hours and performance.
Not All Perfectionism Is Created Equal
Psychologists distinguish between two main flavors of perfectionism:
- Perfectionistic strivings: setting extremely high standards and pushing hard to meet them.
- Perfectionistic concerns: constant worry about mistakes, harsh self-criticism, and fear of others’ judgments.
Both drive people to spend more time working. But only strivings showed a modest positive link to performance. Concerns, by contrast, added stress without boosting outcomes.
Think of strivings as rocket fuel—it can propel someone forward, but it burns hot. Concerns act more like a weight tied to the rocket: lots of effort, little lift.
Longer Hours, Not Better Results
Across the studies, perfectionistic workers consistently logged more hours. On average, both strivings and concerns nudged up time spent at work.
But when it came to results, the story shifted. Strivings gave a small edge—helping with task completion, goal progress, and even creative output.
Concerns, however, hovered at neutral or negative. Overthinking, second-guessing, and fear of failure often meant extra hours didn’t translate into better performance.
In other words, perfectionism makes people busier, not necessarily better.
Why More Effort Doesn’t Always Pay Off
Why does working harder fail to guarantee success? The study suggests two reasons.
First, diminishing returns: after a certain point, extra hours add little value. The finely tuned slide deck may look no different after the tenth revision.
Second, stress sensitivity: perfectionists are highly reactive to setbacks. A single typo or missed deadline can spiral into rumination and avoidance.
Rather than fueling growth, this cycle chips away at focus and confidence.
When Striving Becomes a Trap
It’s tempting to frame strivings as the “good” kind of perfectionism. After all, high standards can inspire achievement.
But the study cautions against oversimplifying. Even strivings carry risks—like tying self-worth to success or struggling to feel satisfied with accomplishments.
Picture running a race where the finish line keeps moving forward. No matter how fast you sprint, you never arrive. That’s the hidden cost of perfectionistic striving.
What This Means for Workplaces
The findings hold clear lessons for organizations:
- Reward outcomes, not hours. Since perfectionism inflates time at work more than results, focusing on deliverables prevents overwork from being glorified.
- Support realistic goal-setting. Employees benefit from guidance on “good enough” standards rather than endless tweaking.
- Watch for burnout. Both strivings and concerns predict longer hours, which can erode well-being even in high performers.
Why It Matters
For individuals, the study is a reminder that chasing perfection rarely brings proportionate rewards.
Working late every night may impress colleagues, but it won’t necessarily boost long-term success. Instead, it risks exhaustion and dissatisfaction.
For managers and clinicians, the message is equally clear: perfectionism is not a free ticket to excellence. It’s a complex trait that can push people forward—but also pull them under.
Helping workers channel ambition while loosening self-criticism may be the true key to sustainable performance.
Takeaway
Perfectionism is less a superpower and more a double-edged sword. It can sharpen motivation, but it also cuts into well-being and work–life balance.
Striving for excellence matters—but sometimes, knowing when to stop polishing is the real mark of success.
Reference
Bellam, A., & Curran, T. (2025). Perfectionism and work performance: A meta-analysis. Journal of Occupational and Organizational Psychology, 98(3). https://doi.org/10.1111/joop.70050
