Given their boundary spanning roles and frequent customer interactions, frontline employees (FLEs) are often victimized by the uncivil behaviors of irritated customers. Despite this, FLEs are expected to maintain their composure and project a ‘customer is always right’ attitude when dealing with uncivil customers. The results suggest that customer incivility sequentially intensifies FLEs’ emotional exhaustion, moral disengagement, and counterproductive behaviors (service sabotage, organizational deviance, and turnover intentions). Unexpectedly, managerial exchange does not appear to buffer the intensity of customer incivility-induced emotional exhaustion and/or prevent the subsequent cascade of counterproductive consequences. Taken together, mistreated FLEs appear to deactivate their moral compass and seek restoration/retribution through a ‘fight’ (service sabotage, organizational deviance) and/or ‘flight’ (turnover intentions) response. Several managerial interventions are proposed to help mitigate the counterproductive outcomes of customer incivility.