Ingratiation is an impression management strategy whereby actors try to curry favor with targets, and is one of the more pervasive social activities in a workplace. An assumption in the literature is that a target’s awareness of the tactical purposes behind ingratiation is an ethical concern which triggers suspicions of ulterior motives and casts the actor as distrustful. However, this assumption fails to consider alternative explanations in that ingratiation may also be perceived as occurring for authentic purposes. This alternative view (...) may cause targets to cast the actor differently, and thus presents an intriguing ethical paradox where actors could be recognized by targets as trustful, distrustful, or some level in-between. This research draws on behavioral ethics and attributional models to investigate supervisor trust of employees who engage in ingratiation. We report two studies that examine perceived tactical ingratiation, perceived authentic ingratiation, and their interaction as predictors of supervisor trust using multisource data from two field samples. Across the two studies, we find positive interactions between tactical and authentic ingratiation as predictors of trust and trustworthiness. Study 2 also shows that combined tactical and authentic ingratiation predicts the trustworthiness dimensions of benevolence and integrity, but not ability. The results suggest that ingratiation is portrayed somewhat bleaker than necessary in the literature, and that when actors engage in tactical ingratiation that is also deemed authentic, targets respond with less concern than the literature would suggest. (shrink)