High performers’ voice offers numerous advantages to organizations and previous research has demonstrated that supervisors tend to endorse it. However, following social dominance theory, such a voice may be perceived as a threat to the established hierarchy, leading to diminished voice endorsement. Drawing on associative evaluation theory, I argue that the degree to which supervisors endorse a high performer’s voice is fundamentally determined by the supervisor’s organizational-focused associations that the voice elicits. I contend that there is a three-way interaction effect, involving high performers, coalition voice, and the supervisor’s power motivation, on managerial voice endorsement. More specifically, a high performer’s coalition voice is less likely to receive managerial endorsement via organizational-focused associations compared to a non-coalition voice, especially from supervisors with high power motivation. Results from a scenario-based experimental study sampling of 226 supervisors conducted in the United States, supported my hypotheses. I discuss the implications of my findings both theoretically and practically and offer directions for future research.