Indian banking institutions increasingly expect employees to be supportive and advisory regarding organizational operations. A central issue, however, is whether these banks have built a culture capable of embracing individuals with strong service orientations. Such readiness must involve leadership, employee dedication, and a welcoming, people-friendly climate. The present research introduces a new perspective by integrating Servant Leadership (SL), Affective Commitment (AC), and Knowledge Sharing Behavior (KSB) as mechanisms to strengthen Voice Behavior (VB). The main purpose was to explore the extent to which servant leadership shapes employees’ voice behavior. Additionally, the study assessed how affective commitment and knowledge-sharing behavior mediate the influence of servant leadership on voice behavior. Data were gathered from banking personnel via a structured survey and email distribution. Banks in the southern region of India were selected using simple random sampling. Results demonstrated that servant leadership has a positive effect on voice behavior. Moreover, AC and KSB were found to partially mediate the SL–VB association. Managerial implications, limitations, and suggestions for subsequent research were also addressed.
