*3.3. Moral Leadership to Prevent Moral Taint*

Whereas normalization mitigates the experience of stress caused by the feeling that you have a dirty job, interviewees also tried to prevent a morally dirty image by influencing the effects of high work pressures and the extreme focus on results. We have coded many of these prevention tactics as moral leadership because they exactly match the tactics mentioned in this literature. However, institutionalized forms of support for juniors, like frequent performance talks, acknowledgement policies and tailored selection procedures (italicized in Table 7), were new to moral leadership literature. Still, they fit the same rationale of preventing the criticized consequences like burnout or emotional imbalance, and of counteracting the impression of immoral values in the leadership style like the strong output orientation and lack of humanity. Additionally, they help managers to execute traditional moral leadership tactics by organizing how and when they give attention to juniors.



Tot = Total; Jr = Junior consultant; M = Manager.
