In this paper, we explore why and when perfectionistic leaders are likely to abuse subordinates. The results of a multi‐wave, multi‐source survey study of 253 pairings of leader–subordinate dyads indicate that perfectionistic leaders are likely to perceive less control than non‐perfectionistic leaders and are thus likely to show more abusive behaviour towards subordinates. In addition, subordinate feedback‐seeking behaviour moderates this mediated relationship. Specifically, the less subordinates seek feedback from perfectionistic leaders, the less control the leaders perceive themselves to have and the more abusive behaviour the leaders will exhibit towards the subordinates. Implications for theory, practice, and future research are also discussed. Practitioner points Perfectionistic leaders can engage in abusive behaviours that impede functioning. Perfectionistic leaders tend to perceive less control and thus abuse subordinates, especially when perceiving less subordinate feedback‐seeking behaviour.