In contemporary organizations, voluntary participation and cooperative behavior among employees have become critical for organizational innovation and performance. Against this backdrop, participative leadership—which actively involves employees in decision-making processes—has emerged as an influential leadership style that promotes constructive organizational behaviors. The present study empirically examines the effects of participative leadership on employee voice behavior and organizational citizenship behavior (OCB), both at the individual-oriented and organization-oriented levels. In addition, the study investigates the moderating role of psychological safety in these relationships. Survey data were collected from 279 employees across various industries, and the research hypotheses were tested using regression and moderation analyses. The results show that participative leadership exerts a significant positive influence on both voice behavior and OCB. Furthermore, psychological safety significantly moderates the relationship between participative leadership and voice behavior, as well as individual-oriented OCB, whereas its moderating effect on organization-oriented OCB was not statistically significant. These findings suggest that participative leadership functions as a key mechanism that stimulates employees’ discretionary behaviors, and that psychological safety operates as a contextual enhancer that strengthens such effects. The study highlights the pivotal role of leaders in fostering psychologically safe environments to encourage voice and collaborative citizenship behaviors within organizations.