As organizations take on grand challenges such as gender equality, anti-racism, LGBTQ+ protections and workplace inclusion, many well-intentioned individuals from dominant groups (e.g., cisgender men, Caucasian, heterosexual) are stepping forward as allies toward under-represented or marginalized group members (e.g., cisgender women, people of color, LGBTQ+ identified employees). Past research and guidance assume an inevitable need for external motivation, reflected in the ‘business case’ for diversity and in top-down policies to drive equity and inclusion efforts. As such, little research has explored the internal motivations, particularly the specific virtues of well-intentioned dominant group individuals. Through this qualitative study, I explore how peer-nominated exemplary allies grew over the course of their careers. I conducted in-depth life/career story interviews with organizational leaders from dominant groups to identify the virtues that motivate their allyship. Findings demonstrate that they tapped into a variety of virtues, including compassion, fairness, integrity, humility, prudence, moral courage, perseverance, and patience, in order to enact allyship. Further, these virtues played specific functions in motivating key allyship-supportive mechanisms such as psychological investment, intellectual understanding, allyship action, and long-term commitment. Thus, this study offers a detailed portrait of the functions that virtues play in enabling leaders and employees to become allies. This research has implications for theory and research on diversity, equity and inclusion.