Analysing the Impact of Benevolent Leadership on Employee Voice and Workplace Deviant Behaviours through the Lens of Psychological Safety

The study investigates the role of benevolent leadership (BL) in fostering employee voice (EV) in a psychologically safe environment, which helps the organisation mitigate workplace deviant behaviour (WDB) of employees. The study uses a theoretical framework to investigate the relationship between BL, psychological safety (PS), EV, and WDB. The study uses an interpretivist approach to explore how BL influences workplace dynamics. 40 employees from various sectors were interviewed. Further, thematic analysis was used to analyse data. The authors have proposed a model in the study that can be utilised in management development programmes to foster BL and abridge employees' deviant behaviour in the workplace. This research has substantial implications for practitioners as well as academics. Practitioners can use the qualitative study and theoretical model to develop training programmes emphasising BL and creating a safe environment to motivate employees to express their opinions and concerns, thus reducing employees' deviant behaviour. The authors have proposed a benevolent leadership model that provides insights for organisational managers and HR leaders in fostering PS and facilitating EV through BL. In alignment with the proposed model, benevolent leaders can encourage trust, transparent communication, and collaboration among employees by prioritising employees' PS.