Workaholic leadership is becoming more and more prevalent in today's management practice, but its effectiveness is still controversial. In this study, the dual influence pathways and applicable contexts of workaholic leadership on new employee adaption were specifically explored based on the perspectives of cognitive appraisal theory of stress. Through a three-stage questionnaire survey of 521 new employees, the research results show that workaholic leadership can stimulate new employees' job crafting behavior and promote their work adaptation. workaholic leadership can also trigger a sense of work alienation among new employees, which is not conducive to their job adaptation. The supervisor's organizational embodiment not only regulates the relationship between workaholic leadership and job crafting and work alienation, but also mediates the mediating effect of job crafting and work alienation. This study reveals the impact mechanism of workaholic leadership on the cognition and behavior of new employees, helping organizations better leverage the advantages of workaholic leadership in management practice and avoid potential risks of workaholic leadership.