Abusive supervision – defined as the “sustained display of hostile verbal or non-verbal behaviors, excluding physical contact” (Tepper, 2000, p. 178) – is related to a range of negative attitudinal, behavioural, and health outcomes. In terms of attitudinal outcomes, Tepper (2000) reported that abusive supervision is associated with perceived injustice, which in turn is related to lower job satisfaction, life satisfaction, and organizational commitment, higher work–family and family–work conflict, and intentions to leave the organization. With respect to behavioural consequences, research has found that abusive supervision results in deviance targeted at both the organization and the supervisor (Mitchell & Ambrose, 2007; Tepper et al., 2009), reduces the display of organizational citizenship behaviors (Rafferty & Restubog, in press), and results in lower job performance (Harris, Kacmar & Zivnuska, 2007). Finally, abusive supervision also affects employee well-being. For example, Rafferty, Restubog and Jimmieson (2010) found that abusive supervision was associated with psychological distress, which in turn is related to sleep loss for targets of abuse. Meta-analytic research suggests that among different sources of workplace mistreatment (supervisors, co-workers, and members of the public), abusive supervision has the strongest negative effects across a range of outcomes (Hershcovis & Barling, 2010).