In the realm of ethical leadership, good deeds can paradoxically lead to adverse outcomes, presenting psychological challenges that may erode moral motivation, a phenomenon underpinned by cognitive dissonance theory and schema theory. This dilemma has been noted in various philosophical traditions but remains insufficiently explored in social science. Addressing this gap, this research employed an inductive multiple-case approach, interviewing 23 ethical leaders to explore psychological strategies for sustaining moral motivation amidst such challenges. It identified three primary methods for upholding ethical volition under such circumstances: (1) schema assimilation: reinterpreting negative experiences; (2) schema shift: refocusing on core values; (3) schema transcendence: going beyond schema-reality conflicts. These findings not only enrich the ethical leadership literature but also offer practical strategies for ethical leadership development.