Abstract: The relationship between abusive supervision and performance behavior is a heatedly debated topic in the field of organizational behavior. Integrating the emotion event theory, displaced aggressive behavior theory, and attribution theory, the current research intends to analyze the role of anger, shame, other employees’ behavior, and self-attribution in the relationship between abusive supervision and performance. It employs multiple research methods such as survey, projective testing, and scenario simulation. The non-linear mechanism revealed by the current study enriches our understanding of organizational behavior. Drawing on the methods suggested by the emotion regulation theory, the current research also seeks effective interventions for regulating abusive supervision so employees can break the vicious cycle of abusive supervision — negative emotions — poor performance. In addition, this research tests the model of abusive supervision and performance.

Key words: abusive behavior, shame, angry, performance behavior