1. What are the ethical dimensions of power and authority in the military? This includes formal command authority, giving rewards and punishments, informal power/influence and personal power (friendship, loyalty, and expertise.) What is the ethical power or temptation of self-interest? Does power magnify moral characteristics that are already there? Or does it corrupt moral character?Those are important questions.
2. Is the morality of the leader a matter of what they do in their public role or also their private life when not in that role? Is it possible for these to be separate or different, or must they be in harmony and alignment? Can a good leader have immoral or bad private morality? Is it important that the leader serve as an ethical role model?
3. What are the duties of the leader to her followers? Is it permissible to use followers merely as a means to another end, or must they always be viewed as ends in themselves? Are the duties of leaders and followers two sides of the same coin or are they fundamentally different? Do followers have ethical duties to the leader beyond obedience?
4. How should leaders think about the Big Picture (Mission) or the Greater Good? How does a leader decide what is best for the Greater Good (Mission)? What if some of their followers (or others) must suffer for this to be achieved? Is that ethically permissible? What are the leader's obligations to those who suffer? What happens if these actions lead to guilt and/or moral injury in leaders and followers?
5. How important is charisma or personal power (The Great Man/Woman) in contemporary military leadership? What are the ethical implications of charisma in leading? Do leaders need an emotional connection or appeal with followers to be effective? What kinds of connections make good, ethical leaders? Trust? Servant Leaders? Transformative Leaders? Relational Leadership?
6. How do cultural and moral differences (ethical relativism) impact the intersection of leadership and ethics? How ought a good leader navigate moral disagreements, tensions and conflicts? Ought the leader's view of what is 'right' prevail? Must one have ethical agreement to work together and achieve the mission?
UPDATE: Related: The Army Chief of Staff wants to remind junior officers that they are empowered to disobey direct orders, but they had better be "morally and ethically correct."
Milley then made news headlines by calling for “disciplined disobedience.” This idea undoubtedly caused jaws to drop among many Army leaders, but it actually echoes back to the idea of “selective disobedience” one of his predecessors endorsed in the late 1970s. In Milley’s formulation, disobeying orders can be justified to achieve the larger purpose of the mission. According to Milley,Being morally and ethically correct will often mean answering these questions "correctly." Are there correct answers to all of them? That would make it a lot simpler.[A] subordinate needs to understand that they have the freedom and they are empowered to disobey a specific order, a specified task, in order to accomplish a purpose. Now, that takes a lot of judgment … it can’t just be willy-nilly disobedience. This has got to be disciplined disobedience to achieve the higher purpose.He added, “disobedience, when done, must be done with trust and integrity, and you must be morally and ethically correct.”


