**3. Results**

Figure 1 presents a conceptual model representing our coded categories. The model illustrates how pressures due to leadership are experienced as morally dirty by both junior consultants and their managers, and how this experience of moral taint invites on the one hand normalization responses as predicted by dirty work literature, but on the other hand also moral leadership initiatives to prevent or moderate the negative effects of leadership pressures. The reported forms of moral leadership we found require different levels of agency, and are relate to juniors, managing consultants and those who can design institutions at consultancies. We first reported leadership pressures experienced as dirty, second normalization tactics as coping response and third moral leadership practices as an alternative response, as seen from the perspective of managers and junior consultants.

**Figure 1.** Moral taint constructions linked to management, and response strategies.
