Members of traditionally advantaged social groups (e.g., white people) are being increasingly called on to act as allies for members of historically disadvantaged groups (e.g., Black people) in the workplace—i.e., as advocates for equitable treatment of these groups. However, little research has explored marginalized group members’ perceptions of and attitudes toward workplace allies. The present research addresses this gap. Specifically, we examine allyship needs fit, or the degree to which Black employees perceive their white coworkers as meeting their allyship-related needs. As fulfilling relationships with coworkers are linked to positive work outcomes, we predict that met (vs. unmet) allyship needs will predict Black employees’ relational attachment to white coworkers, subsequently informing organizational commitment and turnover intentions. In a survey study (Study 1), we find that Black employees who receive allyship support commensurate to their allyship needs report higher relational attachment to coworkers–and subsequently greater organizational commitment and lower turnover intentions–than both those who report receiving too little and too much allyship support. In an experiment (Study 2), we find that receiving too little allyship support from white subordinates, peers, and superiors is equally detrimental to relational attachment, whereas receiving too much allyship support from white superiors uniquely harms relational attachment. Finally, we explore two interrelated behaviors by managers–voice solicitation and listening–that each increase the likelihood that Black employees feel their allyship-related needs are being met (Study 3). This study contributes to the literature on workplace allyship by centering the perspectives and needs of Black employees.