In an educational climate of high stakes testing and increasing accountability, stress and strain can prevail among our teachers and principals. This creates the ideal conditions for uncivil behavior to emerge. Being the target of supervisor and coworker incivility can dampen teacher commitment, engagement, performance, and job satisfaction, and increase teacher burnout and turnover intent. The purpose of this chapter is to investigate the frequency or magnitude of teacher incivility, how it might turn into more intentional patterns of behavior like bullying and physical violence, and present recent empirical studies that link such behavior to important school outcomes. Future phenomenological and quantitative research recommendations are explored, and communication and conflict management trainings are offered as means to reduce its likelihood among teachers and school leaders.