Aggressive behavior by managers within organizations not only causes psychological and physical harm to employees but can also be displaced onto subordinates, triggering additional dysfunctional behaviors in the workplace. This study aims to provide foundational empirical evidence regarding the antecedent of abusive supervision (interactional justice) and the effects of abusive supervision on subordinates' types of resistance. Additionally, the study sought to identify the mediating role of abusive supervision in the relationship between the antecedent and subordinate behavior, and to test a moderating variable (psychological contract violation) that may strengthen or weaken the relationship between abusive supervision and subordinate behavior. For the empirical analysis, a survey was administered to 466 individuals (233 supervisor-subordinate dyads). The results showed that, first, the higher the interactional injustice perceived by supervisors, the greater the increase in abusive supervision. Second, regarding the relationship between abusive supervision and subordinate resistance, dysfunctional resistance was found to have a positive (+) relationship with abusive supervision; however, the relationship between abusive supervision and subordinates' constructive resistance did not yield statistically significant results. Third, the mediating effect of abusive supervision was confirmed in the relationship between the antecedent that triggers abusive supervision and subordinates' resistance behavior; however, the moderating effect of psychological contract violation in this relationship was not confirmed.