In this research, we investigate the relationship between leader aggressive humor and employee's organizational citizenship behavior through two lines of two mediated variables. On the first mechanism, we hypothesized how leader aggressive humor has a negative relationship towards employee’s OCB through emotional dissonance and depersonalization. On the second line, we hypothesized how leader aggressive humor negatively influences employee’s OCB through perceived leader communal characteristic and perceived leader’s effectiveness. We hypothesized that the intensity of relationship of the mechanism will be impacted under the condition of employee's resilience. Our data will be collected through survey in South East Asia with the time lag of 3 months. Our paper contributes a gap to humor literature, where we connect how leader aggressive humor to employee’s OCB through two mechanisms. Additionally, we claim that we are the first research that contends the mechanism between emotional dissonance and depersonalization into the humor literature. Also, we investigate under how certain condition the intensity of the relationship between leader aggressive humor and employee’s OCB can be reduced. As well as having practical implication, this study offers theoretical insight for research into humor, emotional labor, and burnout.

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