Purpose The purpose of this paper was to investigate how managers react to their own abusive supervision. Accordingly, this research identified a mechanism that managers may use to make amends for their abusive supervisory behaviors. Design/methodology/approach Two studies were designed. Study 1 was an online experimental study involving 99 full-time managers in the hotel industry that examined how managers’ internal factors moderated the relationship between enacted abusive supervision and embarrassment. By applying a critical incident technique to survey 235 full-time managers in the hospitality industry in Study 2, the moderating role of power distance belief as a context-related factor was tested. Furthermore, the mediating role of embarrassment between managers’ abusive supervision and their impression management was examined. Findings Managers who enact abusive supervision may experience embarrassment and thus be more likely to use impression management tactics, such as apology. Moreover, this study revealed the boundary conditions that influence managers’ reaction toward their own abusive supervision. Practical implications Hospitality industry practitioners can use the findings of this study as a basis for the development of policies and training programs to promote positive organizational culture and minimize unethical workplace behaviors. Originality/value Previous studies in this area have focused on subordinate-centric perspectives; this study is one of the few that has examined abusive supervision from an actor-centric perspective.