Drawing　on　uncertainty　management　theory　and　the　nascent　work　on　justice　variability,　we　examine　employees’　direct　and　vicarious　experiences　of　abusive　supervision　and　ethical　leadership.　Conceptualizing　the　simultaneous　display　of　abusive　and　ethical　leadership　styles　as　a　form　of　justice　variability,　we　suggest　that　a　direct　supervisor’s　ethical　leadership　exacerbates,　rather　than　ameliorates,　the　detrimental　effects　of　his/her　abusive　supervision　on　employees’　emotional　exhaustion　and　job　performance.　We　further　contend　that　a　similar　effect　exists　when　employees　vicariously　experience　leadership　interactions　involving　their　direct　supervisor　and　higher　level　manager,　whereby　higher　level　managers’　ethical　leadership　exacerbates　the　negative　effects　of　their　abusive　supervision　toward　supervisors　on　those　supervisors’　employees’　emotional　exhaustion　and　job　performance.　We　draw　the　contrast　between　the　direct　and　vicarious　experiences　by　theorizing　justice　uncertainty　and　linking-pin　effectiveness　uncertainty,　respectively,　as　two　distinct　theoretical　mechanisms　that　explain　the　two　proposed　destructive　effects.　Using　a　multisource　and　multiphase　lagged　field　study　and　two　vignette-based　experiments,　we　find　general　support　for　our　model.　Our　research　advances　the　theories　of　justice　variability,　vicarious　leadership　and　(in)justice,　and　supervisors’　linking-pin　role　effectiveness.　We　also　offer　practical　insights　for　managing　“Jekyll　and　Hyde”　leadership　across　organizational　hierarchies.　©　2024　American　Psychological　Association