Although much of the leadership research has focused on constructive leader behaviors,researchers recently has shown their interests in dysfunctional leader behaviors that can be referred as abusive supervision. Furthermore, more studies have reported the growing percentage of abusive supervision in their organization as organizations have been pushed for rapid changes in a competitive environment. For that reason, researchers as well as practitioners have demonstrated their growing concern of this topic. Although the direct negative influence of abusive supervision on organization effectiveness is quite predictable, the current empirical literatures on abusive supervision is very limited that previous studies have only focused on the negative impact of abusive supervision on individual’s well being and there is not much attention to find the negative effect of abusive supervision on job related performances. Drawing on insights from Social Exchange Theory (SET), this research examines the negative consequence of abusive supervision on job related performance, specifically, task performance and organization citizenship behaviors. In order to clarify and investigate the mechanisms between these relationships, trust in leader and psychological contract breach are selected as mediating variables. Out of the process, we developed and empirically tested the following hypotheses: H1a: Abusive supervision is negatively related to task performance. H1b: Abusive supervision is negatively related to OCBI. H1c: Abusive supervision is negatively related to OCBO. H2: Abusive supervision is negatively related to trust in leader. H3: Abusive supervision is positively related to psychological contract breach. H4a: Trust in leader mediates the relationship between abusive supervision and task performance. H4b: Trust in leader mediates the relationship between abusive supervision and OCBI. H4c: Trust in leader mediates the relationship between abusive supervision and OCBO. H5a: Psychological contract breach mediates the relationship between abusive supervision and task performance. H5b: Psychological contract breach mediates the relationship between abusive supervision and OCBI. H5b: Psychological contract breach mediates the relationship between abusive supervision and OCBO. The result of this study showed that abusive supervision was negatively related to employee’s job performance, suggesting the support of Hypothesis 1(a, b, and c). Also, as predicted, the results suggested the negative relationship between abusive supervision and employee’s trust in leader(Hypothesis 2) as well as the positive relationship between abusive supervision and his/her psychological contract breach(Hypothesis 3). Next, to test our hypotheses regarding the mediating role of trust in leader, we adopted the approach suggested by Baron and Kenny (1986). The result of mediation analysis suggested the support of Hypothesis 4(a, b, and c). Finally, our hypotheses regarding the mediating role of psychological contract breach was strongly supported, suggesting the support of Hypothesis 5. This study has implications for theory and practice. First, we contribute to the literature on abusive supervision by demonstrating a negative relationship between abusive supervision and job performance. Second, our research identified an important mechanisms related to how abusive supervision influences the occurrence of employee’s job performance, suggesting the mediating effects of trust in leader and psychological contract breach. Finally, our study demonstrated that abusive supervision can damage the long-term success of the organization by increasing employee’s psychological contract breach and reducing his/her trust in leader. Therefore, organizations need to pay more attention to managing supervisor’s abusive behaviors. Limitations and future research are discussed.