When and why does employee voice lead to managerial endorsement? Building on both attribution theory and impression management theory, this paper suggests an integrative framework of how employee voice can lead to managerial endorsement through a direct evaluation of employees’ motives. Specifically, we suggest that when a manager attributes an employee’s motives to prosocial values rather than impression management values, he or she is more likely to take action based on the employee’s feedback. This paper also investigates the moderating role of voice visibility. Across two studies, we provide initial evidence to support our hypotheses. First, we conduct an experiment to demonstrate that voice visibility and managerial attribution of voice motives affect how managers respond to employee voice. Second, we test the mediating effect of managerial attribution of voice motives (i.e., prosocial motives and impression management motives), by utilizing a measurement-of-mediation design among business professional.