Mary Mawritz

Candid photo of Mary Mawritz

Areas of Expertise

  • Abusive Supervision
  • Deviant Behavior
  • Leadership

Selected Works

Articles

Shao, Ping, Li, Andrew, and Mawritz, Mary, Self-Protective Reactions to Peer Abusive Supervision: The Moderating Role of Third-Party Prevention Focus and the Mediating Role of Performance Instrumentality. Journal of Organizational Behavior (Forthcoming)

Greenbaum, Rebecca L., Hill, Aaron, Mawritz, Mary, and Quade, Matthew, Employee Machiavellianism To Unethical Behavior: The Role of Abusive Supervision as a Trait Activator. Journal of Management (Feb 2017):

Mawritz, Mary, Greenbaum, Rebecca L., Butts, Marcus, and Graham, Katrina, I just can’t control myself: A self-regulation perspective on the abuse of deviant employees. Academy of Management Journal 60 (Aug 2017): 1482-1503.

Greenbaum, Rebecca L., Mawritz, Mary, and Piccolo, Ronald F., When leaders fail to walk the talk: An examination of perceptions of leader hypocrisy. Journal of Management (Mar 2015):

Greenbaum, Rebecca L., Quade, Matthew, Mawritz, Mary, Kim, Joongseo, and Crosby, Durand, When the Customer is Unethical: The Explanatory Role of Employee Emotional Exhaustion onto Work-Family Conflict, Relationship Conflict with Coworkers, and Job Neglect. Journal of Applied Psychology 99 (Nov 2014): 1188-1203.

Mawritz, Mary, Dust, Scott, and Resick, Christian, Hostile Climate, Abusive Supervision, and Employee Coping: Does Conscientiousness Matter?. Journal of Applied Psychology (Jul 2014):

Dust, Scott, Resick, Christian, and Mawritz, Mary, Transformational Leadership, Psychological Empowerment, and the Moderating Role of Mechanistic-Organic Contexts. Journal of Organizational Behavior (Apr 2014):

Mawritz, Mary, Folger, Robert, and Latham, Gary, Supervisors’ Exceedingly Difficult Goals and Abusive Supervision: The Mediating Effects of Supervisors’ Hindrance Stress, Anger, and Anxiety. Journal of Organizational Behavior (Apr 2014):

Greenbaum, Rebecca L., Mawritz, Mary, Mayer, David M., and Priesemuth, Manuela, To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity. Human Relations (Jul 2013):

Mawritz, Mary, Mayer, David M., Hoobler, Jenny, Wayne, Sandy, and Marinova, Sophia, A Trickle-Down Model of Abusive Supervision. Personnel Psychology 65 (Summer 2012): 325-357.

Greenbaum, Rebecca L., Mawritz, Mary, and Eissa, Gabi, Bottom-line Mentality as an Antecedent of Social Undermining and the Moderating Roles of Core Self Evaluations and Conscientiousness. Journal of Applied Psychology 97 (Mar 2012): 343-359.

Folger, Robert, Mawritz, Mary, Ford, Robert C., and Dickson, Duncan, Triangle Model of Fairness: Investigating Spillovers and Reciprocal Transfers. Journal of Service Management (Feb 2010):

DeCremer, David, Mayer, David M., Schouten, B C, Mawritz, Mary, and Van Dijke, M, When does self-sacrificial leadership motivate prosocial behavior: It depends on followers’ prevention focus. Journal of Applied Psychology (Jul 2009):

Mayer, David M., Kuenzi, Maribeth, Greenbaum, Rebecca L., Mawritz, Mary, and Salvador, R, How low does ethical leadership flow? Test of a trickle down model. Organizational Behavior and Human Decision Processes (Jan 2009):

Mayer, David M., Mawritz, Mary, and Piccolo, Ronald F., Do servant-leaders satisfy follower needs?: An organizational justice perspective. European Journal of Work and Organizational Psychology (Jan 2008):

Piccolo, Ronald F., Mawritz, Mary, and Mayer, David M., Does high quality leader-member exchange accentuate or attenuate organizational injustice?. European Journal of Work and Organizational Psychology (Jan 2008):

Chapters

Mawritz, Mary, and Piccolo, Ronald F., “Goal Setting as an Antecedent of Destructive Leader Behaviors.” When Leadership Goes Wrong: Destructive Leadership, Mistakes, and Ethical Failures, Ed. Birgit Schyns & Tiffany Hansbrough. Charlotte, NC: Information Age Publishing, (2010):

Presented Research

Mawritz, Mary, Dust, Scott, and Resick, Christian, The effects of hostile climate and the moderating effects of supervisor and subordinate conscientiousness, Society of Industrial & Organizational Psychology: Houston, TX, (Apr 2013):

Quade, Matthew, Greenbaum, Rebecca L., Mawritz, Mary, and Kim, Joongseo, When the customer is unethical: An examination of employee emotional, attitudinal, and conflict reactions and the moderating role of ethical leadership, Society of Industrial & Organizational Psychology: Houston, TX, (Apr 2013):

Mawritz, Mary, Mayer, David M., Aquino, Karl, and Priesemuth, Manuela, The Kobe effect: When leader transgressions do not lead to unfavorable perceptions of the leader, Academy of Management: Boston, MA, (Aug 2012):

Proceedings

Quade, Matthew, Greenbaum, Rebecca L., Mawritz, Mary, and Kim, Joongseo, Unethical customers and employee burnout: The role of ethical leadership, Academy of Management Apr 2013.

Education

BS Finance - The College of New Jersey Ewing, NJ 2000
MBA Management - Rutgers, The State University of New Jersey Camden, NJ 2004
PhD Business Administration/Management - University of Central Florida Orlando, FL 2009

Awards

2016 Excellence in Research Award (Drexel University)
2015 Excellence in Research Award (Drexel University)
2014 Excellence in Research (Drexel University)
2010 Best Conference Paper (Southern Management Association)

Media Mentions

We’re All Capable of Being an Abusive Boss

via Harvard Business Review

Research by associate professor of management Mary Mawritz and co-authors about abusive supervision and improving managerial effectiveness is featured in Harvard Business Review.

College News

Management professor Mary Mawritz’s research reveals how any boss can engage abusive supervision, and that it may actually be in response to an employee’s deviant behavior.

Mary Mawritz, PhD, assistant professor of management, shares advice for women to build successful careers, from her 2015 PA Conference for Women panel discussion.

Research from Drexel LeBow shows that customers’ unethical behaviors not only cost companies money – they may also negatively affect employees and their families.