In studying perfectionism in sport, dance, and other performance environments, researchers have typically conceptualised perceptions of external pressure to be perfect as a reflection of a performer's perfectionistic personality. However, we believe that when some performers report the experience of external pressure, their experiences are not solely generated internally. Rather, for many performers, they are reporting experiences that are to a much greater degree rooted in the behaviour of others. The major theme forwarded in this chapter is that some performersregardless of how perfectionistic they are themselveswill have the misfortune of encountering specific others and environments that are highly perfectionistic. We are referring particularly to coaches, teachers and instructors, and clubs, teams, and classes, and how these leaders can imbue these environments with perfectionistic messages and cues. To elaborate on this theme, in the current chapter, we introduce, define, and discuss a new construct that captures the degree to which an environment is perfectionisticperfectionistic climate.
Introducing and Conceptualising Perfectionistic ClimateTo introduce the notion that experiences of pressure to be perfect can be externally rooted in the behaviour of othersrather than generated internally by the perfectionistic personality of performers -Hill and Grugan (2019) proposed the construct of perfectionistic climate. They defined perfectionistic climate as the informational cues and goal structures that align with the view that performances must be perfect and less than perfect performances are unacceptable. In the first part of the definition, the terms informational cues and goal structures refer to leader behaviours, practices, and relational styles that shape how performers experience their environment. The second part of the definition helps to delineate a perfectionistic climate from other types of climate experience. That is, the key feature of a perfectionistic climate is that it is shaped by leader interactions and practices that emphasise to performers that nothing less than perfect performance will be tolerated.There are two major rationales underpinning the introduction of perfectionistic climate. The first rationale, which is emphasised in the opening to this chapter, is that the perfectionistic pressure experienced by many performers exists independent from their perfectionistic personality. Instead, for some performers, experiences of perfectionistic pressure are rooted in the behaviours of others, and this is demonstrably so. The second rationale is that current approaches to studying climates in sport, dance, and other performance environments (e.g., Achievement Goal Theory, AGT; Nicholls, 1984; Self-Determination Theory, SDT; Ryan and Deci, 2017) do not adequately account for the full range of practices that shape how performers experience their environment (Morgan, 2017).