International Journal of Management Studies ISSN(Print) 2249-0302 ISSN (Online)2231-2528 http://www.researchersworld.com/ijms/ Vol.–VI, Issue –2(1), April 2019 [38] DOI : 10.18843/ijms/v6i2(1)/05 DOI URL :http://dx.doi.org/10.18843/ijms/v6i2(1)/05 Ethics, Moral and Values in the context of Military Leadership for Gen-Y: An Indian Armed Forces Perspective Jk Sahu, Research Scholar (Part- time), Department of Management, Bharathiar School of Management and Entrepreneur Development, Bharathiar University, Coimbatore, Tamilnadu, India. V Ramanujam, Associate Professor, Department of Management, Bharathiar School of Management and Entrepreneur Development, Bharathiar University, Coimbatore, Tamilnadu, India. ABSTRACT Military ethos embodies service to the nation. Since the inception of our country, Indian Armed Forces have defended the nation through the dedication of its soldiers. The nation is proud of their discipline, integrity, loyalty, patriotism, selfless service, and courage. However, with the changing concept of warfare to network-centric operations, there is a requirement to induct highly professional manpower, the so-called Gen-Y workforce. The present work is aimed at carrying out a reality check of our present value system and assess the fault line. In our attempt to gauge the present state of Ethics and Values in the Armed Forces today, we embarked on an analytical study encompassing, assessment of ‘Organizational Culture’, ‘Ethical Climate’ and along with it an opinion survey of ‘Erosion of Values’. To arrive at the corrective measures, views were also sought on a variety of issues connected with ethical decision making, un-ethical practices commonly observed, ethical temptations which a military leader falls a prey knowingly or unknowingly. The scenario presents a scope for required path-correction to exploit the potential of Gen-Y workforce to achieve desired organisational goal. Keywords: Ethos, Values, Morale, Ethical temptation, organisation culture, Gen-Y workforce. INTRODUCTION: The concept of duty, service, and self -sacrifice has always been associated with military leadership. The sacrificial content of the leadership ethos built up over decades has served the country well and the military was able to maintain the general perception of trustworthy professionals. While ethics related to long tradition & social values, morality is linked to personal belief. These three words of Ethics, Moral and Values are the binding force of a leader and in this context, the best example could be that the great warrior ‘Bhishma Pitamaha’, lying on a bed of arrows, had to say when Lord Krishna took the ‘Pandava’ brothers to learn wisdom from him during the great ‘Mahabharata’ war. His views on leadership articulated thousands of years ago continue to be relevant even today. The three points made by him were, "First, the conduct of a leader at all times must be above reproach. He must exercise self -restraint, control his passion, and act in a righteous manner. Second, a leader must subordinate his own interest to the cause he is supporting, and to the welfare of the men, he is leading. Third, a leader must not be too indulgent; otherwise, the men will disregard him. At the same time he must not be too harsh otherwise that will spread unhappiness and adversely affect the men attaining the goal he wants them to achieve.” In a democracy, Armed forces are established on a legal basis, retained under political control and must answer to elected representatives. They require a disciplined organization with effective command and control to ensure political direction is carried through actions at the front line. Apart from their primary roles in support of security and defence policy, the Armed forces provide an important and distinctive strand in the fabric of the