Abstract

This study explores how Machiavellian leadership behaviors may become embedded in ethical mentorship relationships and how these dynamics influence trust formation, dependency, emotional ambivalence, and trust erosion within higher education institutions (HEIs). Drawing on destructive leadership and impression management perspectives, this study examines how ethical rhetoric and developmental language may function as mechanisms through which manipulation, reciprocity expectations, and dependency become normalized within organizational mentorship relationships. A qualitative research design was adopted, using semi-structured interviews with sixteen participants employed within multicultural HEIs in the United Arab Emirates. The data were analyzed using thematic analysis to identify recurring patterns related to mentorship experiences, ethical self-presentation, emotional tension, and evolving trust dynamics. The findings revealed five interrelated themes: “The Wolf in a Scholar’s Robe,” where mentors project ethical identities while pursuing self-interest; “Debts That Never End,” reflecting the use of gratitude and reciprocity to create ongoing obligation; “Trust Fractures,” characterized by the erosion of interpersonal and institutional trust following perceived manipulation; “Ambivalence of Gratitude,” capturing the emotional conflict between appreciation and resentment; and “Signals of Dual Image,” highlighting the contrast between public ethical performance and private exploitative behavior. Together, these findings demonstrate how ethical mentorship may simultaneously function as a source of professional support and a mechanism of subtle control. This study contributes to the literature by conceptualizing performative ethical mentorship as a potential mechanism through which manipulative leadership behaviors may become legitimized within academic institutions. It further extends current scholarship by integrating Machiavellian leadership, ethical mentorship, emotional ambivalence, and trust dynamics within an analysis of multicultural HEI environments in the UAE, highlighting how performative ethical leadership may gradually erode psychological safety, relational trust, and organizational confidence.

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