Employee voice behavior has attracted much attention with the context of knowledge innovation, which focuses on transform and challenge of work procedures and methods within the workplace, and plays a positive roles for organizational development and competition. Although recent studies on voice behavior have started to recognize the importance of leaders, few empirical efforts have been made to explore the impact of managerial trustworthy behavior on employee constructive voice and without elaborating the mechanism between managerial trustworthy behavior on employee constructive voice. This topic needs further exploration and investigation. In the present study, Based on the theory of person-organization fit, we exam the mediating role of the person-supervisor value congruence and employee perceived cohesion between managerial trustworthy behavior and employee constructive voice, and the moderation role of colleague negative pressure among managerial trustworthy behavior, person-supervisor value congruence and employee perceived cohesion. In order to reduce the common method bias, 299 employees date in China were collected through two separate surveys on separate occasions. The employee evaluated the scale of managerial trustworthy behavior, person-supervisor value congruence and employee perceived cohesion, and answer essential information. The supervisor evaluated the scale of employee constructive voice six month later. The result of confirmatory factor analysis showed that the five-factor model was better than other models, and all variables had high validity and reliability. After date analyses, the results indicated that: (1) Managerial trustworthy behavior significantly and positively affected the person-supervisor value congruence, employee perceived cohesion and employee constructive voice; (2) Person-supervisor value congruence and employee perceived cohesion partially mediated the relationship of managerial trustworthy behavior and employee constructive voice; (3)Colleague negative pressure negatively moderated the relationship of managerial trustworthy behavior-employee perceived cohesion, that is, the lower level of colleague negative pressure, the higher positive relationship of managerial trustworthy behavior and employee perceived cohesion; (4) Colleague negative pressure negatively didn’t moderate the relationship of managerial trustworthy behavior and person-supervisor value congruence. Further, we drawn an interaction picture to confirm the moderation effect of colleague negative pressure on the relationship between managerial trustworthy behavior and employee perceived cohesion. The mediation effect of employee perceived cohesion was moderated by colleague negative pressure as well. In conclusion, in order to better comprehension employee constructive voice, this study established a mediated moderation model to inspect the complicated relationship of managerial trustworthy behavior and employee constructive voice, and revealed the underlying mental mechanism of them. In the meantime, we also examined the boundary condition of the managerial trustworthy behavior and employee constructive voice. The contributions were mainly embodied in two aspects: (a) Theoretically, this research answered the question of how and when the managerial trustworthy behavior affected employee constructive voice, and had great significance to enrich the theoretical research of employee constructive voice;(b) In practice, supervisors could strengthen and develop the value congruence between themselves and their subordinates, pay close attention to the role of employee perceived cohesion, and reduce negative influence of colleague negative pressure to promote employee constructive voice.Finally, we pointed out the limitation in this research and encouraged scholars to overcome these questions in future research.