In recent years, it has been argued more than once that situations determine our conduct to a much greater extent than our character does. This argument rests on the findings of social psychologists such as Stanley Milgram, who have popularized the idea that we can all be brought to harm innocent others. An increasing number of philosophers and ethicists make use of such findings, and some of them have argued that this so-called situationist challenge fatally undermines virtue ethics. As virtue (...) ethics is currently the most popular underpinning for ethics education in the military, it is important to know to what extent the claim situationists make is correct. Fortunately, a closer look indicates that an interactionist perspective, with our character and the situation interplaying, is more accurate than the situationist perspective. (shrink)

Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for a character-based approach for (...) the ethics education of their leaders and espouse leadership theories that want leaders to be strong and visionary. Both the role of character and leadership are increasingly questioned, however, on the basis that situational factors are more influential than leadership and character. A closer look suggests that an interactionist perspective, with leadership, character, and the situation interplaying, is more accurate. It is still good leadership that keeps soldiers from crossing the line between the lawful use of force and excessive violence. (shrink)

Scandals in business (such as Volkswagen’s dieselgate and, earlier, the Enron scandal), politics and the public sector (the Petrobas affair in Brazil, for in-stance), sports (think of the corruption charges against fifa’s Sepp Blatter) and the military (Abu Ghraib springs to mind) have brought the matter of ethical leadership to the forefront. But although this increased attention has had the collateral benefit that most handbooks on leadership now pay more attention to the importance of leading ethically, this will generally still (...) be in a separate chapter. To make thing worse, that chapter on leadership is more often than not one the last chapters of the book, perhaps followed by a chapter on, say, diversity. This all testifies to the fact that leadership and ethics are ha-bitually treated as related though separate spheres. It would be much better, of course, if leadership and ethics were treated as belonging to a single domain. Ethics is clearly an aspect of leadership, and not a separate approach that ex-ists alongside other approaches to leadership such as the trait approach, the situational approach, etc.. Interestingly, this thinking and writing about ethical leadership as just one approach among many other leadership styles appears to be a relatively recent invention. In the works of Plato, Plutarch, Machiavelli and Locke, for example, we see (political) leadership and ethics dealt with as a single subject. It was not before the twentieth century that we saw the rise of a separate leadership industry. Its results are largely unimpressive; it has not made leaders necessarily more effective, let alone more ethical. (shrink)

Until recently most militaries tended to see moral issues through the lens of rules and regulations. Today, however, many armed forces consider teaching virtues to be an important complement to imposing rules and codes from above. A closer look reveals that it is mainly established military virtues such as honour, courage and loyalty that dominate both the lists of virtues and values of most militaries and the growing body of literature on military virtues. Although there is evidently still a role (...) for these traditional martial virtues, it is equally evident that they are not particularly relevant to, for instance, military personnel operating drones. This chapter looks into the ethics of unmanned warfare from the perspective of military virtues and military ethics education, and addresses the question of what we need to solve that just-mentioned misalignment: 1) a new set of virtues; 2) a different interpretation of the existing virtues; or 3) a different approach altogether, that is, an alternative to teaching virtues? That we have to think about such questions is at least partly because unmanned systems bring risk asymmetry in war to a new level, making warlike virtues such as physical courage by and large obsolete. The last section of this chapter therefore addresses the question: to what extent does the possibility of riskless warfare makes drone use ‘virtue-less’? (shrink)