**5. Conclusions**

The identified moral leadership approaches on both the levels of individual manager and the organization add to our understanding of how organizations can influence their image of moral dirtiness associated with pressuring, output-oriented management. Similar multi-level approaches to support employees have been identified in Australian universities [36], and they seem promising in empowering middle management to become moral leaders. However, based on our research findings, we cannot answer yet to what extent individual and organizational moral leadership approaches in consulting make life of juniors really better (see [16,17,19,44]). It is possible that they are merely used instrumentally, to push performance of juniors just a little bit further, without irreversible consequences for leadership reputation and employee health and wellbeing. What we can conclude is that the morally dirty reputation of consultancies is not only articulated regarding the consultant–client relationships [7–10]. Moral leadership issues between consultants and their managers are also publicly addressed, and more prominently indeed than their moral leadership approaches.

**Author Contributions:** Conceptualization, O.B. and T.E.K.; analysis, O.B. and T.E.K.; investigation, T.E.K.; methodology, O.B.; writing of the original draft, O.B. and T.E.K.; writing of review and editing, O.B.

**Funding:** This research received no external funding.

**Conflicts of Interest:** The authors declare no conflict of interest.
