Many studies have examined the phenomenon of destructive leadership. However, not much research exists from the perspective of the subordinate, especially in terms of coping mechanisms against such forms of leadership. This paper integrates the research on destructive leadership with the literature on subordinates’ voice behavior as a conflict coping mechanism. Based on the social exchange and social identity theories, a framework linking destructive leadership and employees’ voice behavior has been proposed. It is argued that subordinate personality and organization climate will moderate this relationship. The proposed model was tested on a sample of 275 Indian professionals working in the Banking and Insurance sector. Temporal research design was adopted and data was collected in two phases with a time gap of six months. . Results supported all the main effect and moderating hypotheses. Implications for research and practice are discussed.