Moral Courage Assignment

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Moral Courage Assignment

In the early 20^th century, women were not heavily involved in the aviation sector due to gender roles, which were somewhat patriarchal at the time. An excellent example of this is Blanche Stuart Scott and her pertinent involvement in the sector. Blanche Stuart Scott changed these notions due to the impact that she imposed on the fight for gender equality. In fact, one of the ways in which she displayed moral courage in her fight against gender discrimination in aviation was when she became one of the first women to fly solo in an airplane, specifically the Curtiss plane. Expressing her desire to be a pilot, Scott asked Glenn Curtiss for flight instructions, but he was unwilling to do so because he believed that aviation was designed strictly for men (Archer 14-15). Despite this bias, Scott flew solo in a “heavier-than-air” aircraft hence becoming one of the first women to fly in the United States.

Moral courage involves merely engaging in actions for a moralistic or ethical objective despite the risk of negative repercussions. For a person to exercise moral courage, he or she must display valor to implement an action that other people doubt or fear due to the perceived consequences. Blanche Stuart Scott expressed moral courage because she was able to convince the world that women can also fly. From 1910, women in the United States overcame numerous prejudices to participate in aviation (Archer 14). As such, her decision to fly was met with discriminatory reluctance, especially with the way aircraft at the time weighed more than the air they dislodged. Despite the adverse repercussions that she faced, Scott was courageous enough to fly such an aircraft while receiving basic flight instruction that was somewhat insufficient for a person who possessed little experience regarding aviation. Therefore, she was able to display moral courage and prove that women can fly.

Works Cited

Archer, Susan Kelly. “A Woman’s Place is…on the Flightline.” International Journal of Business Science, vol. 5, no. 9, 2014, pp. 14-20.