Mary B Mawritz
Biographic Data
| ID | 5153433 |
|---|---|
| NAME | Mary B Mawritz |
| GIVEN NAMES | Mary B |
| FAMILY NAME | Mawritz |
| SIGNATURE | MAWRITZ M B |
| AFFILIATIONS | Drexel University |
| ORCID | 0000-0001-8162-1623 |
| VERIFIED | Yes |
| TOTAL WORKS | 18 |
| TOTAL CITATIONS | 69 |
| AUTHOR COUNT | 18 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 5 |
Were You Expecting This? The Effects of Infertility Struggles on Negative Self‐Concept and Workplace Outcomes
Medical research has demonstrated that infertility is pervasive in the world's adult population and has detrimental effects on a sufferer's physical and mental health. Yet, little research has investigated how infertility affects a person's work life. We examine the toll infertility takes on employees and the effect this condition can have on work conduct. We propose a serial mediation model that explains how infertility struggles influence how p…
As Seen on Social Media: The Daily Effects of Social Media Content on Employee Emotions and Behaviors
Employees regularly use social media during work hours and thus are exposed to a wide variety of vibrant, fluid social information that they would likely not have access to through other channels. We contribute to the literature by suggesting that the social information available on social media is infused with meaning that can affect employees' social motivation and subsequent workplace behaviors. We specifically examine employees' perceptions o…
When competitive rewards create obsessions with bottom‐line outcomes: A social interdependence theory perspective of the mediating role of bottom‐line mentality
We rely on social interdependence theory to examine bottom‐line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, sugge…
Bottom-line mentality from a goal-shielding perspective: Does bottom-line mentality explain the link between rewards and pro-self unethical behavior
We extend research on goal-contingent rewards and bottom-line mentality (BLM) by drawing on goal-shielding theory to examine BLM as a goal-shielding process that explains the link between goal-contingent rewards and pro-self, unethical behavior. We also examine future orientation as a first- and second-stage moderator and suggest that the detrimental effects of goal-contingent rewards and subsequent BLMs are weakened for employees who have high f…
Powerful, high-performing employees and psychological entitlement: The detrimental effects on citizenship behaviors
Development and validation of the workplace hazing scale
What is workplace hazing and how does it affect newcomers? Although most people associate hazing behaviors with university life, sports teams, or military organizations, hazing has been reported in a wide variety of workplace settings as a means of socializing newcomers into their new work environments. However, hazing is seldom researched in the organizational context. Consequently, we contribute to research on workgroup socialization by examini…
Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace
Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawi…
Moral emotions: A review and research agenda for management scholarship
By discussing “families” of moral emotions, we synthesize and review the moral emotions literature in an effort to advance organizational scholarship. First, we broadly discuss “what constitutes a moral emotion?” Second, we critically examine each family of moral emotions. We discuss key controversies and debates, particularly in terms of construct overlap, and provide recommendations. Third, we review scholarly work on each family of moral emoti…
It is all about the bottom line: Group bottom‐line mentality, psychological safety, and group creativity
We examine bottom‐line mentality (BLM) at the group level and examine the effect of group BLM on group psychological safety and subsequent group creativity. We draw on goal shielding theory to suggest that groups high in BLM narrowly focus on bottom‐line outcomes, which encourages them to eliminate distracting considerations from their work processes. Because the group's high BLM encapsulates goal shielding, these groups are deficient in fosterin…
Can You Handle the Pressure? The Effect of Performance Pressure on Stress Appraisals, Self-regulation, and Behavior
Performance pressure focuses employee efforts toward enhanced performance. It is unclear, however, whether performance pressure serves as a productive or unproductive strategy for producing beneficial work behavior. Our research provides clarity on the dynamic nature of performance pressure. We theorize that reactions to performance pressure are influenced by daily fluctuations in how the pressure is appraised, and these fluctuations explain why …
I Just Can’t Control Myself: A Self-Regulation Perspective on the Abuse of Deviant Employees
Drawing on self-regulation theory, we contribute to the abusive supervision literature by testing supervisors’ self-regulation impairment as a key mediator of the relationship between subordinate deviance and abusive supervision. Further, given that the process underlying the relationship between subordinate deviance and abusive supervision may be explained by social exchange theory, we examine the differential strength of supervisor self-regulat…
Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality
Across 3 studies, we apply a self‐protection perspective of observed mistreatment to examine a moderated mediation model on “when” and “why” third parties are motivated by peer abusive supervision. We hypothesize that prevention‐focused third parties will increase their performance effort as a response to peer abusive supervision, and this effect is mediated by performance instrumentality. In a field study of working adults (Study 1) and an exper…
Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance
We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' exped…
Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety
This study examined a contextual predictor of abusive supervision. Specifically, we hypothesized that job goals that are judged by supervisors to be exceedingly difficult to attain is a predictor of subordinate‐rated abusive supervisory behavior. Drawing on the cognitive theory of stress, we hypothesized that exceedingly difficult job goals assigned to supervisors predict abusive behavior directed at their subordinates, as mediated by the supervi…
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psych…
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity
We extend the deontic model of justice (Folger, 1998, 2001) by arguing that not all employees respond to third-party injustices by experiencing an eye-for-an-eye retributive response; rather, some employees respond in ways that are higher in moral acceptance (e.g. increasing turnover intentions, engaging in constructive resistance). We predict that the positive relationship between supervisor abuse of customers and organizational deviance is weak…
A Trickle‐down Model of Abusive Supervision
Much of the abusive supervision research has focused on the supervisor–subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle‐down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning theory and social information processing theory, we find gen…
Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness.
We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as 1-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality. We also develop and evaluate a 4-item measure of bottom-line mentality.…
Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety
This study examined a contextual predictor of abusive supervision. Specifically, we hypothesized that job goals that are judged by supervisors to be exceedingly difficult to attain is a predictor of subordinate‐rated abusive supervisory behavior. Drawing on the cognitive theory of stress, we hypothesized that exceedingly difficult job goals assigned to supervisors predict abusive behavior directed at their subordinates, as mediated by the supervi…
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psych…
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity
We extend the deontic model of justice (Folger, 1998, 2001) by arguing that not all employees respond to third-party injustices by experiencing an eye-for-an-eye retributive response; rather, some employees respond in ways that are higher in moral acceptance (e.g. increasing turnover intentions, engaging in constructive resistance). We predict that the positive relationship between supervisor abuse of customers and organizational deviance is weak…
Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance
We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' exped…
It is all about the bottom line: Group bottom‐line mentality, psychological safety, and group creativity
We examine bottom‐line mentality (BLM) at the group level and examine the effect of group BLM on group psychological safety and subsequent group creativity. We draw on goal shielding theory to suggest that groups high in BLM narrowly focus on bottom‐line outcomes, which encourages them to eliminate distracting considerations from their work processes. Because the group's high BLM encapsulates goal shielding, these groups are deficient in fosterin…
Bottom-line mentality from a goal-shielding perspective: Does bottom-line mentality explain the link between rewards and pro-self unethical behavior
We extend research on goal-contingent rewards and bottom-line mentality (BLM) by drawing on goal-shielding theory to examine BLM as a goal-shielding process that explains the link between goal-contingent rewards and pro-self, unethical behavior. We also examine future orientation as a first- and second-stage moderator and suggest that the detrimental effects of goal-contingent rewards and subsequent BLMs are weakened for employees who have high f…
Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality
Across 3 studies, we apply a self‐protection perspective of observed mistreatment to examine a moderated mediation model on “when” and “why” third parties are motivated by peer abusive supervision. We hypothesize that prevention‐focused third parties will increase their performance effort as a response to peer abusive supervision, and this effect is mediated by performance instrumentality. In a field study of working adults (Study 1) and an exper…
Development and validation of the workplace hazing scale
What is workplace hazing and how does it affect newcomers? Although most people associate hazing behaviors with university life, sports teams, or military organizations, hazing has been reported in a wide variety of workplace settings as a means of socializing newcomers into their new work environments. However, hazing is seldom researched in the organizational context. Consequently, we contribute to research on workgroup socialization by examini…
When competitive rewards create obsessions with bottom‐line outcomes: A social interdependence theory perspective of the mediating role of bottom‐line mentality
We rely on social interdependence theory to examine bottom‐line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, sugge…
A Trickle‐down Model of Abusive Supervision
Much of the abusive supervision research has focused on the supervisor–subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle‐down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning theory and social information processing theory, we find gen…
Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness.
We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as 1-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality. We also develop and evaluate a 4-item measure of bottom-line mentality.…
Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety
This study examined a contextual predictor of abusive supervision. Specifically, we hypothesized that job goals that are judged by supervisors to be exceedingly difficult to attain is a predictor of subordinate‐rated abusive supervisory behavior. Drawing on the cognitive theory of stress, we hypothesized that exceedingly difficult job goals assigned to supervisors predict abusive behavior directed at their subordinates, as mediated by the supervi…
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psych…
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity
We extend the deontic model of justice (Folger, 1998, 2001) by arguing that not all employees respond to third-party injustices by experiencing an eye-for-an-eye retributive response; rather, some employees respond in ways that are higher in moral acceptance (e.g. increasing turnover intentions, engaging in constructive resistance). We predict that the positive relationship between supervisor abuse of customers and organizational deviance is weak…
I Just Can’t Control Myself: A Self-Regulation Perspective on the Abuse of Deviant Employees
Drawing on self-regulation theory, we contribute to the abusive supervision literature by testing supervisors’ self-regulation impairment as a key mediator of the relationship between subordinate deviance and abusive supervision. Further, given that the process underlying the relationship between subordinate deviance and abusive supervision may be explained by social exchange theory, we examine the differential strength of supervisor self-regulat…
Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality
Across 3 studies, we apply a self‐protection perspective of observed mistreatment to examine a moderated mediation model on “when” and “why” third parties are motivated by peer abusive supervision. We hypothesize that prevention‐focused third parties will increase their performance effort as a response to peer abusive supervision, and this effect is mediated by performance instrumentality. In a field study of working adults (Study 1) and an exper…
Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance
We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' exped…
Can You Handle the Pressure? The Effect of Performance Pressure on Stress Appraisals, Self-regulation, and Behavior
Performance pressure focuses employee efforts toward enhanced performance. It is unclear, however, whether performance pressure serves as a productive or unproductive strategy for producing beneficial work behavior. Our research provides clarity on the dynamic nature of performance pressure. We theorize that reactions to performance pressure are influenced by daily fluctuations in how the pressure is appraised, and these fluctuations explain why …
Moral emotions: A review and research agenda for management scholarship
By discussing “families” of moral emotions, we synthesize and review the moral emotions literature in an effort to advance organizational scholarship. First, we broadly discuss “what constitutes a moral emotion?” Second, we critically examine each family of moral emotions. We discuss key controversies and debates, particularly in terms of construct overlap, and provide recommendations. Third, we review scholarly work on each family of moral emoti…
It is all about the bottom line: Group bottom‐line mentality, psychological safety, and group creativity
We examine bottom‐line mentality (BLM) at the group level and examine the effect of group BLM on group psychological safety and subsequent group creativity. We draw on goal shielding theory to suggest that groups high in BLM narrowly focus on bottom‐line outcomes, which encourages them to eliminate distracting considerations from their work processes. Because the group's high BLM encapsulates goal shielding, these groups are deficient in fosterin…
Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace
Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawi…
Powerful, high-performing employees and psychological entitlement: The detrimental effects on citizenship behaviors
Development and validation of the workplace hazing scale
What is workplace hazing and how does it affect newcomers? Although most people associate hazing behaviors with university life, sports teams, or military organizations, hazing has been reported in a wide variety of workplace settings as a means of socializing newcomers into their new work environments. However, hazing is seldom researched in the organizational context. Consequently, we contribute to research on workgroup socialization by examini…
When competitive rewards create obsessions with bottom‐line outcomes: A social interdependence theory perspective of the mediating role of bottom‐line mentality
We rely on social interdependence theory to examine bottom‐line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, sugge…
Bottom-line mentality from a goal-shielding perspective: Does bottom-line mentality explain the link between rewards and pro-self unethical behavior
We extend research on goal-contingent rewards and bottom-line mentality (BLM) by drawing on goal-shielding theory to examine BLM as a goal-shielding process that explains the link between goal-contingent rewards and pro-self, unethical behavior. We also examine future orientation as a first- and second-stage moderator and suggest that the detrimental effects of goal-contingent rewards and subsequent BLMs are weakened for employees who have high f…
As Seen on Social Media: The Daily Effects of Social Media Content on Employee Emotions and Behaviors
Employees regularly use social media during work hours and thus are exposed to a wide variety of vibrant, fluid social information that they would likely not have access to through other channels. We contribute to the literature by suggesting that the social information available on social media is infused with meaning that can affect employees' social motivation and subsequent workplace behaviors. We specifically examine employees' perceptions o…
Were You Expecting This? The Effects of Infertility Struggles on Negative Self‐Concept and Workplace Outcomes
Medical research has demonstrated that infertility is pervasive in the world's adult population and has detrimental effects on a sufferer's physical and mental health. Yet, little research has investigated how infertility affects a person's work life. We examine the toll infertility takes on employees and the effect this condition can have on work conduct. We propose a serial mediation model that explains how infertility struggles influence how p…
Psychology (17 works) · Social Psychology (17 works) · Job Satisfaction and Organizational Behavior (13 works) · Social Psychology (10 works) · Ethics in Business and Education (5 works) · Supervisor (5 works) · Abusive supervision (4 works) · Applied Psychology (4 works) · Dysfunctional family (4 works) · Management (4 works)