4) It is on the point of “fairness” that Browne expresses himself most scathingly. It’s not the military’s job to be “fair.” It is the military’s job to win wars. Our society values freedom of speech. It values the right to elect leaders. It values individual choice and market competition. All of those values are suspended in the military, sacrificed to the paramount need for military effectiveness. Yet on gender issues, the military seems to have decided that the desire of a relatively very small number of female officers to reach the highest levels of command trumps the necessities of national defense.

Ironically, the motive that most impels women into combat – the eagerness of some female officers to ascend to higher levels of leadership – is precisely the end that may be most unobtainable. A battery of studies cited by Browne confirms the reluctance of men to accept female leadership when the shooting starts. This reluctance actually increases the more that male soldiers experience female leadership, for reasons hard-wired into the male brain. Psychologists find that women’s leadership is accepted by men (and women!) to the extent that it is warm, nurturing, and participatory: in other words, maternal. It is least accepted when it is cold, challenging, and hierarchical: in other words, paternal – or in other other words, military.