While workaholic leaders are common in today’s workplace, the influence of leader workaholism in the workplace remains a question requiring further exploration. Drawing on workaholism literature as well as social information processing theory, we proposed an individual-level model from an other-centric perspective to answer the questions of how, why, and when leader workaholism influences followers’ work attitude and performance. Results of a three-wave survey study with a sample size of 135 suggested that leader workaholism has a positive relationship with follower work effort pressure. Through follower work effort pressure, leader workaholism has negative indirect relationships with follower job satisfaction and goal progress. In addition, we found that task-oriented leading behaviors strengthen the indirect relationships between leader workaholism and follower job satisfaction and goal progress through follower work effort pressure. Altogether, our investigation advances theory by improving the understanding of workaholism’s impacts in the workplace.