MILITARY DISCIPLINE AND COURTESY

MILITARY DISCIPLINE WHOLEHEARTEDLY & INSIST THAT YOUR FELLOW

- IS THE STATE OF ORDER & OBEDIENCE AMONG SOLDIERS DO THE SAME.
PERSONNEL IN A MILITARY ORGANIZATION IT
CHARACTERIZED BY THE MEN’S PROMPT AND CUSTOMS OF THE SERVICE
WILLING RESPONSIVENESS TO ORDERS AND -IT IS THE BODY OF UNWRITTEN LAW OF THE ARMIES,
UNDERSTANDING COMPLIANCE TO REGULATION. NAVIES & AIR FORCES.

MILITARY COURTESY MORALE

- ARE THE ACTS OF POLITENESS, CIVILITY & -THE TERM MAY BE DEFINED AS THE MENTAL STATE
RESPECT THAT PERSONNEL IN THE MILITARY & SPIRIT OF AN INDIVIDUAL OR UNIT.
ORGANIZATION ACCORD TO ONE ANOTHER.
EFFICIENCY
-JUST LIKE IN THE CIVILIAN WORLD, MILITARY -IT IS THE ABILITY TO ACCOMPLISH SUCCESSFULLY
COUTESY SERVES TO SMOOTH THE PERSONAL AN ASSIGNED TASK IN THE SHORTEST POSSIBLE TIME
RELATIONSHIP AMONG MEN IN THE PROFESSION OF WITH THE LEAST CONFUSION.
ARMS.
-EFFECIENCY REQUIRES INTEREST,
-AS A SOLDIER, YOU MUST BE THOROUGHLY RESOURCEFULLNESS, & PROFICIENCY. IT DEVELOPS
FAMILIAR WITH THE DIFFERENT FORMS OF MILITARY PRIDE AND THE SATISFACTION OF A JOB WELL DONE.
COURTESY. LEARN TO PRACTICE THEM

SALUTE:

SALUTE -A SLOPPISHLY & GRUDGINGLY RENDERED SALUTE

-IS THE MOST IMPORTANT & THE MOST COMMON OR A CHILDISH PRETENSE NOT TO NOTICE ANYONE TO
FORM OF ALL THE MILITARY COURTESIES. WHOM A SALUTE IS DUE, SHOWS NEGLECT OT
IGNORANCE OF THE INDIVIDUAL DUTIES, HIS LACK
-IT IS A TIME HONORED TRADITION OF THE OF CONFIDENCE & ABILITY TO PERFORM THEM, HIS
PROFESSION OF ARMS, PRACTICED IN ALL MILITARY LACK OF PRIDE IN HIS TEAM & POSSESSION OF
ORGANIZATION IN THE WORLD. STUBBORN & DIFIANT CHARACTER MAKING HIM
UNSUITED TO COOPERATE WITH OTHERS IN A
-THE MANNER AND INDIVIDUAL EXECUTES THE COMMON EFFORT.
SALUTE IS AN INDICATION OF HIS ATTITUDE
TOWARDS HIS DUTIES AS A MILITARY MAN & -WHEN YOU SALUTE OR RETURN A SALUTE SMARTLY,
EXISTING STATE OF MORALE & DISCIPLINE IN HIS CLEARLY MARK YOURSELF AS A SOLDIER WHO HAS
UNIT. PRIDE IN YOURSELF & YOUR ORGANIZATION.

WHO AND WHAT ARE ENTITLED TO SALUTE:

 COMMISSIONED OFFICER (BOTH MALE &  CIVILIAN HIGH OFFICIALS OR FOREIGN

FEMALE) OF THE AFP. DIGNITARIES DURING MILITARY HONORS
RENDERED FOR THEM.
 COMMISSIONED OFFICERS (BOTH MALE &
FEMALE) OF THE ARMED FORCES OF ALLIED  COLORS & STANDARD NOT CASED. (THIS
NATIONS. MEANS THAT THESE SYMBOLIC MANIFESTATION
ARE OPENLY & PUBLICLY DISPLAYED DURING
MILITARY PARADES & OTHER FORMAL MILITARY
OCCASIONS.

WHEN TO SALUTE:

 REPORTING TO AN OFFICER.  WHEN THE NATIONAL ANTHEM IS BEING

 MEETING AN OFFICER. PLAYED (OUT DOOR ONLY).
 WHEN THE NATIONAL COLOR PASSES BY.  RAISING AND LOWERING OF THE NATIONAL
FLAG.
 AFTER CONVERSING WITH AN OFFICER.
 WHEN NOT TO SALUTE

 WHEN TROOPS ARE AT WORK.  WHEN ATTENDING TO A VEHICLE.

 INDOORS, EXCEPT WHEN REPORTING TO AN  WHEN MEETING A PRISONER.
OFFICER.  WHEN IN RANKS.
 WHEN CARRYING ARTICLES WITH BOTH HANDS,
OR BEING OCCUPIED AS TO MAKE SALUTING
IMPRACTICABLE.

HOW TO SALUTE

 STAND AT ATTENTION.  FINGER EXTENDED & JOINT, TOUCHING THE TIP

 RAISE THE RIGHT HAND SMARTLY. OF THE RIGHT EYEBROW BY THE MIDDLE
FINGER.
 PALM FACING THE GROUND, FOREARM IN 45
DEGRESS & ARM PARALLEL TO THE GROUND.

GENERAL RULES FOR SALUTING:

 SALUTING DISTANCE IS THE DISTANCE OF THOUGH THEY ARE BOTH IN CIVILIAN CLOTHES OR
RECOGNITION. USUALLY IT DOES NOT EXCEED WHEN EITHER ONE OF THEM IS IN UNIFORM. WHEN
30 PACES. THIS SALUTE IS RENDERED & THE BOTH OR EACH OF THEM ARE IN CIVILIAN CLOTHES
HAND IS HELD IN POSITION UNTIL THE OFFICERS & THEY MEET OUTSIDE OF CAMP, A COURTEOUS
SALUTED HAS PASSED OR AFTER THE SALUTE IS “GOOD MORNING, SIR OR OTHER GREETING WILL
RETURNED. DO.

 A SALUTE MUST ALWAYS BE RETURNED BY THE  THE SALUTE IS RENDERED ONLY ONCE IF THE
OFFICER ENTITLED TO IT, UNLESS HE IS IN THE OFFICER REMAINS IN THE IMMEDIATE VICINITY &
FORMATION OF OTHER OFFICERS. IN WHICH CONVERSATION TAKES PLACE, THE JUNIOR MUST
CASE ONLY YHE MOST SENIOR OR THE AGAIN SALUTE THE OFFICER WHEN HE LEAVES OR
MARCHER RETURNS IT. DISMISS HIM.

 THE SALUTE MUST NOT BE RENDERED IN A  UNLIKE NAVY PERSONNEL, SOLDIERS NEVER
CASUAL OR PERFUNCTORY MANNERS, NOR SALUTE WITH THE LEFT HAND. WHEN SOLDIER
WITH PIPE, CIGAR OR CIGARETTE HELD IN THE HOLD SOMETHING ON HIS RIGHT HAND, HE
MOUNT OR IN THE RIGHT HAND. IT IS ONLY TRANSFER IT TO THE LEFT & SALUTE. WHEN IT IS
RENDERD AT HALT OR A WALK. IF RUNNING, A IMPRACTICAL TO BURDEN BOTH HANDS, HE SIMPLY
SOLDIER COMES TO A WALK BEFORE SALUTING. GREET THE OFFICER AS HE MEETS HIM.
WHEN MOUNTED ON A HORSE, HE BRING THE
HORSE TO A WALK AND SALUTE.  THE SALUTE IS ALWAYS EXECUTED WHILE LOOKING
AT THE PERSON BEING SALUTED. IT IS ALWAYS
 WHEN SEVERAL ARE IN A GROUP, NOT IN BEST TO ACCOMPANY SUCH COURTEOUS GESTURE
FORMATION, ALL RISE & SALUTE. WHEN IN WITH “GOOD MORNING, SIR” OR SOME
FORMATION, ONLY THE COMDR OR THE MOST APPROPRIATE GREETINGS.
SENIOR SALUTES.
 ENLISTED PERSONNEL SALUTE OTHER ENLISTED
 THE SALUTE IS MADE WHETHER A HEADGEAR IS PERSONNEL ONLY IN FORMATION WHEN
WORN OR NOT RENDERING REPORTS.
.
 A SOLDIER SALUTES AN OFFICER IF HE MEETS &  WHENEVER A SOLDIER IS DOUBT, WHETER A
RECOGNIZE HIM INSIDE A MILITARY CAMP EVEN SALUTE IS APPROPRIATE OR NOT HE SALUTE.
 SERVICES AND LAST COURTESIES

 FUNERAL SERVICES ARE ACCORDED TO ALL  DURING THE INCLEMENT WEATHER, MILITARY
MILITARY PERSONNEL WHO DIED IN THE PERSONNEL REMAIN UNCOVER & EXECUTE THE
PERFORMANCE OF THEIR DUTIES. DECEASED HAND SALUTE. THIS POSITION IS MAINTAINED
MILITARY PERSONNEL ARE ENTITLED TO THE UNTIL THE CASKET REACHES THE GRAVE OR
FOLLOWING: WHEN IT IS BEYOND SALUTING DISTANCE.
1. VIGIL GUARDS DURING THE WAKE. ACTIVE PALLBEARERS REMAIN COVERED WHILE
2. GUN SALUTE DURING INTERMENT. THE ARE CARRYING THE CASKET.
3. PALLBEARERS ARE PROVIDED TO CARRRY
THE CASKET DURING THE INTERMENT.  DURING THE INCLEMENT WEATHER, THEY
4. TAPS IS BEING PLAYED WHILE THE CASKET IS EXECUTE HAND SALUTE. THE HONOR IS ALSO
BEING LOWERED TO THE GRAVE. ACCORDED TO THE REMAINS AS IT PASSES BY THE
MOURNERS.
 AS COURTESY TO THE DECEASED MIL PERS, WHILE
THE CASKET IS BEING CARRIED FROM THE HOUSE  MILITARY MEN NOT IN FORMATION ATTENDING
TO THE CAISSON, MIL PERS STAND ATTENTION, MILITARY FUNERALS FOLLOW THE MOURNERS
UNCOVER & HOLD THE HEADDRESS OVER THE ACCORDING TO SENIORITY.
LEFT BREAST.
 AS THE CASKET IS BEING LOWERED FROM THE
 DURING THE INCLEMENT WEATHER, THEY CAISSON TO THE GRAVE DURING THE SOUNDING
EXECUTE HAND SALUTE. THE HONOR IS ALSO OF THE VOLLEY, TAPS & FUNERAL SERVICES, THE
ACCORDED TO THE REMAINS AS IT PASSES BY THE HEADRESS IS REMOVED & PLACED OVER THE
MOURNERS. LEFT BREAST.

 MILITARY MEN NOT IN FORMATION ATTENDING  DURING THE INCLEMENT WEATHER, MILITARY
MILITARY FUNERALS FOLLOW THE MOURNERS PERSONNEL REMAIN UNCOVER & EXECUTE THE
ACCORDING TO SENIORITY. HAND SALUTE. THIS POSITION IS MAINTAINED
UNTIL THE CASKET REACHES THE GRAVE OR
 AS THE CASKET IS BEING LOWERED FROM THE WHEN IT IS BEYOND SALUTING DISTANCE.
CAISSON TO THE GRAVE DURING THE SOUNDING ACTIVE PALLBEARERS REMAIN COVERED WHILE
OF THE VOLLEY, TAPS & FUNERAL SERVICES, THE THE ARE CARRYING THE CASKET.
HEADRESS IS REMOVED & PLACED OVER THE
LEFT BREAST.
 MILITARY LEADERSHIP

THE MAIN OBJECTIVE OF LEADERSHIP IS TO DEVELOP TEAMWORK IN ORDER TO ACHIEVE COMMON GOAL OR
PURPOSE.

DEFINITION

MILITARY LEADERSHIP AUTHORITY & AN EXPECTATION OF

–IS THE ART OF INFLUENCING MEN IN A WAY THAT WILL UNQUESTIONING OBEDIENCE FROM THE
WIN THEIR OBEDIENCE, CONFIDENCE AND RESPECT, FOLLOWERS.
AND THEIR LOYAL COOPERATION IN ACHIEVING A
COMMON OBJECTIVE. LISSEZ FAIRE LEADER
–DEFINES AS THE ACHIEVEMENT OF A GOAL
THERE ARE TWO (2) OTHER DEFINITIONS OF THE WORD THROUGH A GROUP’S EFFORT WITH THE
BASED ON THE TWO (2) TYPES OF LEADERSHIP. LEADERSHIP ROLE SHIFTING IN REPONSE TO
DIFFERENT REQUIREMENTS. THE SIMPLE
AUTHORITARIAN IMPLICATIONS OF THE LATER DEFINITION IS THAT
-DEFINES LEADERSHIP AS THE IMPOSITION OF ONE’S THE LEADERSHIP SHIFT FROM ONE PERSON TO
WILL UPON A GROUP IN ORDER TO PERFORM TASK. PERSON. THUS, WHEN A MISSION FAILS, THIS CAN
THIS IMPLIES RELIANCE BY THE LEADER UPON BE ATTRIBUTED TO A GROUP.

FACTORS OF LEADERSHIP

A. KNOW YOURSELF & SEEK SELF ASSIGNMENTS), & FROM PROFESSIONAL READING &
IMPROVEMENT: PERSONAL STUDY (SELF IMPROVEMENT)

TO KNOW YOUR SELF, YOU MUST UNDERSTAND C. SEEK RESPONSIBILITY & TAKE RESPONSIBILITY
WHOM YOU ARE & KNOW WHAT YOUR FOR YOUR ACTIONS:
PREFERENCES, STRENGTHS, & WEAKNESSES ARE.
KNOWING YOURSELF ALLOWS YOU TO TAKE LEADING ALWAYS INVOLVES RESPONSIBILITY. YOU
ADVANTAGE OF YOUR WEAKNESSES. WANT SUBORDINATES WHO CAN HANDLE
RESPONSIBILITY & HELP YOU PERFORM YOUR MISSION.
SEEKING SELF IMPROVEMENT MEANS SIMILARLY, YOUR LEADERS WANT YOU TO TAKE THE
CONTINUALLY DEVELOPING YOURR STRENGHTS & INITIATIVE WITHIN THEIR STATED INTENT. WHEN YOU
WORKING ON OVERCOMING YOUR WEAKNESSES. SEE A PROBLEM OR SOMETHING THAT NEEDS TO BE
THIS WILL INCREASE YOUR COMPETENCE & THE FIXED, DO NOT WAIT FOR YOUR LEADER TO TELL YOU
CONFIDENCE YOUR SOLDIER HAVE IN YOUR TO ACT.
ABILITY TO TRAIN & LEAD.
WAR FIGHTING DOCTRINE REQUIRES BOLD LEADERS AT
B. BE TECHNICALLY & TACTICALLY PROFICIENT: ALL LEVELS WHO EXERCISE INITIATIVE, & TAKE
ADVANTAGE OF OPPORTUNITIES ON THE BATTLEFIELD
YOU ARE EXPECTED TO BE TECHNICALLY & THAT WILL LEAD TO VICTORY. WHEN YOU MAKE
TACTICALLY PROFICIENT AT YOUR JOB. THIS MISTAKES, ACCEPT JUST CRITICISM & TAKE
MEANS THAT YOU CAN ACCOMPLISH ALL TASK TO CORRECTIVE ACTION. YOUR OBJECTIVE SHOULD BE TO
STANDARD THAT ARE REQUIRED TO ACCOMPLISH BUILD TRUST BETWEEN YOU & YOU LEADERS AS WELL
THE WARTIME MISSION. AS BETWEEN YOU & THOSE YOU LEAD BY SEEKING &
ACCEPTING RESPONSIBILITY.
IN ADDITION, YOU ARE RESPONSIBLE FOR TRAINING
YOUR SOLDIERS TO DO THEIR JOB & FOR D. MAKE SOUND & TIMELY DECISIONS:
UNDERSTUDYING YOUR LEADER IN THE EVENT YOU
MUST ASSUME THOSE DUTIES. YOU MUST BE ABLE TO RAPIDLY ASSESS SITUATIONS &
MAKE SOUND DECISIONS. IF YOU DELAY OR TRY TO
YOU DEVELOP TECHNICAL & TACTICAL PROFICIENT AVOID MAKING A DECISION, YOU MAY CAUSE
THROUGH A COMBINATION OF TACTICS. UNNECESSARY CASUALTIES & FAIL TO ACCOMPLISH
TECHNIQUES & PROCEDURES YOU LEARN WHILE THE MISSION.
ATTENDING FORMAL SCHOOLS (INSTITUTIONAL
TRANING), YOUR DAY TO DAY JOBS (OPERATIONAL
DECISIVE LEADERS CREATE HESITANCY, LOSS OF
CONFIDENCE & CONFUSION. YOU MUST BE ABLE TO H. DEVELOP A SENSE OF RESPONSIBILITY IN YOUR
ANTICIPATE & REASON UNDER THE MOST TRYING SUBORDINATES:
CONDITIONS & QUICKLY DECIDE WHAT ACTIONS TO
TAKE. HERE SOME GUIDELINES TO HELP YOU LEAD YOUR SUBORDINATES WILL FEEL A SENSE OF PRIDE &
EFFECTIVELY: RESPONSIBILITY WHEN THEY SUCCESSFULLY
1. GATHER ESSENTIAL INFORMATION BEFORE ACCOMPLISH A NEW TASK YOU HAVE GIVEN THEM.
MAKING YOUR DECISIONS. DELEGATION INDICATES YOU TRUST YOUR
2. ANNOUNCE DECISIONS IN TIME FOR YOUR SUBORDINATES & WILL MAKE THEM WANT EVEN MORE
SOLDIER TO REACT. GOOD DECISIONS MADE AT RESPONSIBILITY. AS A LEADER, YOU ARE A TEACHER &
RIGHT TIME RESPONSIBLE FOR DEVELOPING SUBORDINATES. GIVE
ARE BETTER THAN THE BEST DECISIONS MADE TO THEM CHALLENGES & OPPORTUNITIES YOU FEEL THEY
LATE. CAN HANDLE. GIVE THEM CHALLENGES &
3. CONSIDER THE SHORT & LONG-TERM EFFECTS OPPORTUNITIES YOU FEEL THEY CAN HANDLE. GIVE
OF YOUR DECISIONS. THEM MORE RESPONSIBILITY WHEN THEY SHOW YOU
THEY ARE READY. THEIR INITIATIVE WILL AMAZE YOU.
E. SET THE EXAMPLE:
I. ENSURE THE TASK IS UNDERSTOOD, SUPERVISED
YOUR SOLDIERS WANT & NEED YOU TO BE A AND ACCOMPLISHED:
MODEL. THIS IS A HEAVY RESPONSIBILITY, BUT YOU
HAVE NO CHOICE. NO ASPECT OF LEADERSHIP IS YOUR SOLDIERS MUST UNDERSTAND WHAT YOU
MORE POWERFUL. IF YOU EXPECT COURAGE, EXPECT FROM THEM. THEY NEED TO KNOW WHAT YOU
COMPETENCE, CANDOR, COMMITMENT & WANT DONE, WHAT THE STANDARD IS, & WHEN YOU
INTEGRITY FROM YOUR SOLDIERS YOU MUST WANT IT DONE. SUPERVISING LETS YOU KNOW IF YOUR
DEMONSTRATE THEM. YOUR SOLDIERS WILL SOLDIERS UNDERSTAND YOUR ORDERS; IT SHOWS
IMITATE YOUR BEHAVIOR. YOU MUST SET HIGH BUT YOUR INTEREST IN THEM & IN MISSION
ATTAINABLE STANDARDS, BE WILLING TO DO WHAT ACCOMPLISHMENT.
YOU REQUIRE OF YOUR SOLDIER & SHARE
DANGERS & HARDSHIP WITH YOUR SOLDIERS. OVER SUPERVISION CAUSES RESENTMENT & UNDER
YOUR PERSONAL EXAMPLE AFFECTS YOUR SUPERVISION CAUSES FRUSTRATION. ACCEPT
SOLDIERS MORE THAN ANY AMOUNT OF PERFORMANCE THAT MEETS YOUR STANDARDS,
INSTRUCTIONS OR FORM OF DISCIPLINE. YOU ARE REWARD PERFORMANCE THAT EXCEEDS YOUR
THEIR ROLE MODEL. STANDARDS; CORRECT PERFORMANCE THAT DOES NOT
MEET YOUR STANDARDS. DETERMINE THE CAUSE OF
F. KNOW YOUR SOLDIER & LOOK OUT FOR THEIR THE POOR PERFORMANCE & TAKE APPROPRIATE
WELL-BEING: ACTION.

YOU MUST KNOW & CARE FOR YOUR SOLDIERS. IT J. BUILD THE TEAM:
IS ENOUGH TO KNOW THEIR NAMES & HOMETOWNS.
YOU NEED TO UNDERSTAND WHAT MAKE THEM WAR FIGHTING IS A TEAM ACTIVITY. YOU MUST
“TICK” & LEARN WHAT IS IMPORTANT TO THEM IN DEVELOP A TEAM SPIRIT AMONG YOUR SOLDIERS THAT
LIFE. YOU NEED TO COMMIT TIME & EFFORT TO MOTIVATE THEM TO GO WILLINGLY & CONFIDENTLY
LISTEN & LEARN ABOUT YOUR SOLDIERS. INTO COMBAT IN A QUICK TRANSITION FROM PEACE TO
WAR. YOUR SOLDIERS NEED CONFIDENCE IN YOUR
WHEN YOU SHOW GENUINE CONCERN FOR YOUR ABILITIES TO LEAD THEM & IN THEIR ABILITIES TO
TROOPS, THEY TRUST & RESPECT YOU AS A LEADER. PERFORM AS MEMBERS OF THE TEAM.
TELLING YOUR SUBORDINATES YOU CARE ABOUT
THEM HAS NO MEANING UNLESS THEY SEE YOU YOU MUST TRAIN & CROSS TRAIN YOUR SOLDIERS
DEMONSTRATING CARE. ALTHOUGH SLOW TO UNTIL THEY ARE CONFIDENT IN THE TEAM’S
BUILD, TRUST & RESPECT CAN BE DESTROYED TECHNICAL & TACTICAL ABILITIES. YOU UNIT
QUICKLY. IF YOUR SOLDIERS TRUST YOU, THEY BECOMES A TEAM ONLY WHEN YOUR SOLDIER’S TRUST
WILL WILLINGLY WORK TO HELP YOU ACCOMPLISH & RESPECT YOU & EACH OTHER AS TRAINED
MISSIONS. PROFESSIONALS & SEE THE IMPORTANCE OF THEIR
CONTRIBUTIONS TO THE UNIT.
F. KEEP YOUR SUBORDINATES INFORMED:
K. EMPLOY YOUR UNIT IN ACCORDANCE WITH ITS
KEEPING YOUR SUBORDINATES INFORMED HELP CAPABILITIES:
THEM MAKE DECISIONS & EXECUTE PLANS WITHIN
YOUR INTENT, ENCOURAGES INITIATIVE, IMPROVES YOUR UNIT HAS CAPABILITIES & LIMITATIONS. YOU
TEAMWORK, ENHANCES MORALE, THEY EXPECT ARE RESPONSIBLE TO RECOGNIZE BOTH OF THESE
YOU TO KEEP THEM INFORMED & WHEN POSSIBLE, FACTORS. YOUR SOLDIERS WILL GAIN STAISFACTION
EXPLAIN REASONS FOR YOUR ORDERS. FROM PERFORMING TASKS THERE ARE REASONABLE &
CHALLENGING BUT WILL BE FRUSTRATED IF TASKS READINESS THROUGH TOUGH, REALISTIC MULTI-
ARE TOO EASY, UNREALISTIC, OR UNATTAINABLE. ECHELON COMBINED ARMS TRAINING DESIGNED TO
DEVELOP & CHALLENGE EACH SOLDIER & UNIT
YOUR CHALLENGE AS A LEADER IS TO ATTAIN,
SUSTAIN & ENFORCE HIGH STANDARDS OF COMBAT
. QUALITIES OF A LEADER

A. ASSERTIVENESS – TAKING CHARGE WHEN

NECESSARY, MAKING YOUR IDEAS KNOWN, HELPING N. INITIATIVE – TAKING ACTION IN THE ABSENCE OF
TO DEFINE THE PROBLEM & GETTING OTHERS DO THE ORDERS.
RIGHT THING TO SOLVE THE PROBLEM.
O. INTEGRITY – THE UPRIGHTNESS & SOUNDNESS OF
B. BEARING – A PERSON’S GENERAL APPEARANCE, MORAL PRINCIPLES, THE QUALITY OF TRUTHFULNESS
CARRIAGE, DEPORTMENT & CONDUCT. & HONESTY.

C. CONFIDENCE – THE ASSURANCE THAT YOU & P. JUDGEMENT – THE ABILITY TO LOGICALLY WEIGH
YOUR MEN WILL BE SUCCESSFUL IN WHATEVER YOU FACTS & POSSIBLE SOLUTION ON WHICH TO BASE
DO. SOUND DECISION.

D. COOLNESS UNDER STREE – A CONFIDENT Q. JUSTICE – TIMELY AND FAIR DISPOSITION OF

CALMNESS IN LOOKS & BEHAVIOR. CASES.

E. COURAGE – MENTAL QUALITY THAT RECOGNIZES R. KNOWLEDGE – THE LEADER SHOULD DEVELOP A
FEAR OF DANGER OR CRITICISM, BUT ENABLES A PROGRAM OF LEARNING TO KEEP HIMSELF ABREAST
MAN TO PROCEED IN THE FACE OF IT WITH CALMNESS OF CURRENT DEVELOPMENT IN HIS SPECIALTY,
& FIRMNESS. COMMAND POLICIES & DEVELOPMENTS IN LOCAL &
WORD COMMUNITIES.
F. CREATIVITY – DEMONSTRATED BY THINKING OF
NEW & BETTER GOALS, IDEAS, PROGRAMS & S. LOYALTY – THE QUALITY OF FAITHFULNESS TO
SOLUTION TO PROBLEMS. COUNTRY, THE ARMY SENIORS, SUBORDINATES &
PEERS.
G. DECISIVENESS – THE LEADER SHOULD BE ABLE
TO MAKE DECISIONS PROMPTLY & TO STATE THEM IN T. MATURITY – REFERS TO THE SENSE OF
A CLEAR, FORCEFUL MANNER. RESPONSIBILITY A PERSON HAS DEVELOP. DOES NOT
MAKE IMPULSIVE DECISION BASED IN CHILDLIKE
H. DEPENDABILITY – THE CERTAINTY OF PROPER EMOTIONAL.
PERFORMANCE OF DUTY
U. SELF DISCIPLINE – FORCING YOURSELF TO DO
I. EMPHATY OR COMPASSION – IS BEING SENSITIVE YOUR DUTY WHAT YOU OUGHT TO DO REGARDLESS
TO THE FEELINGS, VALUES, INTEREST & WELL-BEING OF HOW TIRED OR UNWILLING YOU MAY BE.
OF OTHERS
V. SELF IMRPOVEMENT – SHOWN BY READING,
J. ENDURANCE – THE MENTAL & PHYSICAL STAMINA STUDYING, SEEKING CHALLENGING ASSIGNMENTS, &
MEASURED BY THE ABILITY TO WITHSTAND PAIN, WORKING TO STRENGTHEN BELEIFS, VALUES, ETHICS,
FATIGUE, STRESS & HARDSHIP. CHARACTER, KNOWLEDGE & SKILLS.

K. ENTHUSIASM – THE DISPLAY OF SINCERE W. SENSE OF HUMOR– SHOWN BY NOT TAKING

INTEREST AND ZEAL IN THE PERFORMANCE OF YOURSELF TOO SERIOUSLY & BY CONTRIBUTING TO
DUTIES. LAUGHTER & MORALE OF THE PEOPLE AROUND YOU.

L. FLEXIBILITY – THE CAPABILITY TO MAKE TIMELY X. TACT – THE ABILITY TO DEAL WITH OTHERS IN A
AND APPROPRIATE CHANGES IN THINKING, PLANS & RESPECTFUL MANNER.
METHODS, WHEN YOU SEE, OR WHEN OTHERS
CONVINCE YOU THAT THERE IS A BETTER WAY. Y. UNSELFISHNESS – A LEADER WHO AVOIDS
PROVIDING FOR HIS OWN COMFORT & PERSONAL
M. HUMILITY – ADMITTING WEAKNESSES OR ADVANCEMENT AT THE EXPENSE OF OTHERS.
IMPERFECTIONS IN YOUR CHARACTER, KNOWLEDGE
& SKILLS. IT IS ACKNOWLEDGING MISTAKES & Z. WILL – THE PERSEVERANCE TO ACCOMPLISH A
TAKING APPROPRIATE ACTION TO CORRECT THOSE GOAL, REAGRDLESS OF SEEMINGLY INSURMUNTABLE
MISTAKES. OBSTACLES.
 LEADERSHIP STYLE:

LEADERSHIP STYLES IS THE PERSONAL MANNER & WHEN PEOPLE TALKED ABOUT LEADERSHIP STYLES,
APPROACH OF LEADING (PROVIDING, PURPOSE, THEY THOUGHT OF TWO (2) EXTREMES:
DIRECTION & MOTIVATION). IT IS THE WAY
LEADERS DIRECTLY INTERACT WITH THEIR AUTOCRATIC LEADERS – USE THEIR LEGITIMATE
SUBORDINATES. EFFECTIVE LEADERS ARE AUTHORITY & THEN POWER OF THEIR POSITION TO GET
FLEXIBLE IN THE WAY THEY INTERACT WITH RESULTS.
SUBORDINATES.
DEMOCRATIC LEADERS – USE THEIR PERSONALITY TO
YOUR MANNER & APPROACH OF LEADING WILL PERSUADE & INVOLVE SUBORDINATES IN SOLVING
OBVIOUSLY DEPEND ON YOUR TRAINING, PROBLEMS & MAKING DECISIONS.
EDUCATION, EXPERIENCE & VIEW OF THE WORLD.

3 BASIC STYLE OF MIL LEADERSHIP

1. DIRECTING STYLE
– A LEADER IS USING THE DIRECTING LEADERSHIP - THE STYLE IS APPROPRIATE IN MANY LEADERSHIP
STYLE WHEN HE TELLS SUBORDINATES WHAT HE SITUATIONS. IF YOUR SUBORDINATES HAVE SOME
WANTS DONE, HOW HE WANTS IT DONE, WHERE HE COMPETENCE & SUPPORT YOUR GOALS, ALLOWING
WANTS IT DONE & WHEN HE WANTS IT DONE & THEM TO PARTICIPATE CAN BE A POWERFUL TEAM
THEN SUPERVISES CLOSELY TO ENSURE THEY BUILDING PROCESS. IT WILL BUILD THEIR CONFIDENCE
FOLLOW HIS DIRECTIONS. & INCREASE THEIR SUPPORT FOR THEIR FINAL PLAN IF
THEY HELP DEVELOP IT. IN PARTICIPATING STYLE,
-THE STYLE IS APPROPRIATE IN MANY SITUATIONS. LEADER MAKES THE DECISION BUT CONSIDERS
WHEN TIME IS SHORT & YOU ALONE KNOW WHAT INFORMATION & RECOMMENDATIONS FROM HIS
NEEDS TO BE DONE & HOW TO DO IT, THIS STYLE IS SUBORDINATES FIRST.
THE BEST WAY TO ACCOMPLISH THE MISSION.
SOME PEOPLE THINK THAT A LEADER IS USING 3. DELEGATING STYLE
DIRECTING STYLE WHEN HE YELLS, USES – A LEADER IS USING THE DELEGATING STYLE WHEN
DEMEANING LANGUAGE, OR THREATENS & HE DELEGATES PROBLEM SOLVING & DECISION
INTIMIDATES SUBORDINATES. THIS IS NOT THE MAKING AUTHORITY TO A SUBORDINATE OR TO A
DIRECTING STYLE. IT IS SIMPLY AN ABUSIVE, GROUP OF SUBORDINATES.
UNPROFESSIONAL WAY TO TREAT SUBORDINATES.
-THE STYLE IS APPROPRIATE WHEN DEALING WITH
2. PARTICIPATING STYLE MATURE SUBORDINATES WHO SUPPORT YOUR GOALS &
– THE LEADER IS USING THE PARTICIPATING STYLE ARE COMPETENT & MOTIVATED TO PERFORM THE TASK
WHEN HE INVOLVES SUBORDINATES IN DELEGATED. SOME THINGS ARE APPORPRIATE TO
DETERMINING WHAT TO DO & HOW TO DO IT. THE DELEGATE; OTHERS ARE NOT. THE KEY IS TO RELEASE
LEADER ASKS FOR INFORMATION & YOUR SUBORDINATES PROBLEM-SOLVING POTENTIAL
RECOMMENDATIONS; HOWEVER, HE STILL MAKES WHILE YOU DETERMINE WHAT PROBLEMS THEY
THE DECISIONS. HE SIMPLY GETS ADVICE FROM SHOULD SOLVE & HELP THEM LEARN TO SOLVE THEM.
SUBORDINATES BEFORE MAKING THE DECISION.

TYPES OF LEADERSHIP

IN THE MILITARY AS WELL AS IN CIVILIAN LIFE THREE (3) TYPES OF LEADERSHIP EXIST:
1. PERSUASIVE TYPE
2. AUTOCRATIC OR AUTHORITARIAN TYPE
3. LAISSEZ TYPE.
 MILITARY DISCIPLINE

COMMONWEALTH ACT NO. 408 (AS AMENDED) PROMULGATED SEPTEMBER 14, 1938

AN ACT FOR MAKING FURTHER AND MORE EFFECTUAL PROVISION FOR THE NATIONAL DEFENSE BY
ESTABLISHING A SYSTEM OF MILITARY JUSTICE FOR PERSONS SUBJECT TO MILITARY LAW.

TITLE I PRELIMINARY PROVISIONS (AW 1 - 2)

TITLE II COURTS-MARTIAL (AW 3 - 53)
TITLE III PUNITIVE ARTICLES (AW 54 - 97)
TITLE IV COURTS OF INQUIRY (AW 98 - 120)

PERSONS SUBJECT TO MILITARY LAW

1. ALL OFFICERS REQUIRED BY THE TERMS OF THE CALL, DRAFT OR

2. MEMBERS OF THE NURSE CORPS ORDERED TO OBEY THE SAME
3. SOLDIERS BELONGING TO THE REGULAR FORCE 7. CADETS, FLYING CADETS AND PROBATIONARY 2LTs
4. RESERVISTS FROM THE DATES OF THEIR CAD AND 8. ALL RETAINERS TO THE CAMP AND ALL PERSONS
WHILE ON SUCH ACTIVE DUTY ACCOMPANYING OR SERVING WITH THE ARMY OF THE
5. TRAINEES UNDERGOING MILITARY INSTRUCTIONS PHILIPPINES IN THE FIELD IN TIME OF WAR OR WHEN
6. ALL OTHER PERSONS LAWFULLY CALLED, DRAFTED MARTIAL LAW IS DECLARED THOUGH NOT OTHERWISE
OR ORDERED INTO, OR TO DUTY OR FOR TRAINING IN SUBJECT TO THE ARTICLE OF WAR.
THE SAID SERVICE, FROM THE DATES THEY ARE

CLASSIFICATION OF COURT MARTIAL

GENERAL COURT MARTIAL

SHALL HAVE THE POWER TO TRY ANY PERSON OFFENSE NOT CAPITAL, MADE PUNISHABLE BY THE
SUBJECT TO MILITARY LAW FOR ANY CRIME OR ARTICLES OF WAR
OFFENSE, MADE PUNISHABLE BY THE ARTICLES OF
WAR SUMMARY COURT MARTIAL
SHALL HAVE THE POWER TO TRY ANY PERSON SUBJECT
SPECIAL COURT MARTIAL TO MILITARY LAW, EXCEPT AN OFFICER, A MEMBER OF
SHALL HAVE THE POWER TO TRY ANY PERSON THE NURSE CORPS, A CADET, A FLYING CADET OR P2LT
SUBJECT TO MILITARY LAW, FOR ANY CRIME OR FOR ANY CRIME OR OFFENSE NOT CAPITAL, MADE
PUNISHABLE BY THE ARTICLES OF WAR

PUNITIVE ARTICLES

A. ENLISTMENT; MUSTER; RETURNS (AW 54 - 57) AW 77 - SUBORDINATES COMPELLING

AW 54 - FRAUDULENT ENLISTMENT COMMANDER TO SURRENDER
AW 55- OFFICER MAKING UNLAWFUL ENLISTMENT AW 78 - IMPROPER USE OF COUNTERSIGNS
AW 56 - FALSE MUSTER AW 79 - FORCING A SAFEGUARD
AW 57 - FALSE RETURNS AW 80 - CAPTURED PROPERTY TO BE SECURED
FOR PUBLIC SERVICE
B. DESERTION; ABSENCE WITHOUT LEAVE (AW 58 - 62) AW 81 - DEALING IN CAPTURED OR ABANDONED
AW 58 - CERTAIN ACTS TO CONSTITUTE DESERTION PROPERTY
AW 59 - DESERTION AW 82 - RELIEVING, CORRESPONDING WITH OR
AW 60 - ADVISING OR AIDING ANOTHER TO DESERT AIDING THE ENEMY
AW 61 - ENTERTAINING A DESERTER AW 83 - SPIES
AW 62 - ABSENCE WITHOUT LEAVE
G. MISCELLANEOUS CRIMES
C. DISRESPECT; INSUBORDINATION; AND OFFENSES (AW 84 - 97)
MUTINY (AW 63 - 69) AW 84 - WILLFUL OR NEGLIGENT LOSS, DAMAGE
AW 63 - DISRESPECT TOWARD THE PRESIDENT, VICE OR WRONGFUL DISPOSITION OF MILITARY
PRESIDENT, CONGRESS OF THE PHILIPPINES OR SND PROPERTY
AW 64- DISRESPECT TOWARD SUPERIOR OFFICER AW 85 - WASTE OR UNLAWFUL DISPOSITION OF
AW 65 - ASSAULTING OR WILLFULLY DISOBEYING MILITARY PROPERTY ISSUED TO SOLDIERS
SUPERIOR OFFICER AW 86 - DRUNK ON DUTY
AW 66 - INSUBORDINATE CONDUCT TOWARD NON- AW 87 - MISBEHAVIOR OF SENTINEL
COMMISSIONED OFFICER AW 88 - PERSONAL INTEREST IN SALE OF
AW 67 - MUTINY OR SEDITION PROVISIONS
AW 68 - FAILURE TO SUPPRESS MUTINY OR SEDITION AW 88 - A - UNLAWFULLY INFLUENCING ACTION
AW 69 - QUARRELS; FRAYS; DISORDERS OF COURT
AW 89 - INTIMIDATING OF PERSONS BRINGING
D. ARREST; CONFINEMENT (AW 70 - 75) PROVISIONS
AW 70 - ARREST OR CONFINEMENT AW 90 - GOOD ORDER TO BE MAINTAINED AND
AW 71 - CHARGES; ACTION UPON WRONGS REDRESSED
AW 72 - REFUSAL TO RECEIVE AND KEEP PRISONERS AW 91 - PROVOKING SPEECHES OR GESTURES
AW 73 - REPORT OF PRISONER RECEIVED AW 92 - DUELING
AW 74 - RELEASING PRISONER WITHOUT PROPER AW 93 - MURDER; RAPE (REPEALED BY RA 7055)
AUTHORITY AW 94 - VARIOUS CRIMES (REPEALED BY RA 7055)
AW 75 - DELIVERY OF OFFENDERS TO CIVIL AUTHORITIES AW 95 - FRAUDS AGAINST THE GOVERNMENT
AW 96 - CONDUCT UNBECOMING OF AN OFFICER
E. WAR OFFENSES (AW 76 - 83) AND A GENTLEMAN
AW 76 - MISBEHAVIOR BEFORE THE ENEMY AW 97 - GENERAL ARTICLE

ARTICLE OF WAR 105: DISCIPLINARY POWERS OF COMMANDING OFFICERS

THE COMMANDING OFFICER OF ANY DETACHMENT, COMPANY, BATTALION, SQUADRON, COMMISSIONED VESSEL
OR HIGHER COMMAND MAY, FOR MINOR OFFENSES, IMPOSE DISCIPLINARY PUNISHMENTS UPON PERSONS OF
HIS COMMAND WHO ARE SUBJECT TO MILITARY LAW, INCLUDING OFFICERS, WITHOUT THE INTERVENTION OF A
COURT-MARTIAL

POLICIES

1. THE AUTHORITY OF A COMMANDING OFFICER UNDER AW 105 CANNOT BE DELEGATED.

2. WHETHER OR NOT AN OFFENSE MAY BE CONSIDERED AS “MINOR” DEPENDS UPON ITS NATURE, THE TIME AND
PLACE OF ITS COMMISSION, THE PERSONS COMMITTING IT, AND OTHER CIRCUMSTANCES SURROUNDING ITS
COMMISSION
3. IN DETERMINING THE APPROPRIATE KIND AND AMOUNT OF PUNISHMENT TO BE ADMINISTERED,
COMMANDING OFFICERS SHOULD CONSIDER THE AGE, EXPERIENCE, INTELLIGENCE AND PRIOR DISCIPLINARY
AND MILITARY RECORD OF THE OFFENDER, AS WELL AS ALL THE OTHER FACTS AND CIRCUMSTANCES OF THE
CASE.

NATURE OF PUNISHMENTS

1. ADMONITION AND REPRIMAND (OFFRs & EP) 6. CONFINEMENT ON BREAD AND WATER OR
2. RESTRICTION - DEPRIVATION OF LIBERTY WITHIN DIMINISHED RATION - IMPOSED UPON ENLISTED
SPECIFIED GEOGRAPHICAL LIMITS AND THE PERSON PERSONNEL EMBARKED ON A COMMISSIONED VESSEL
IS REQUIRED TO REPORT TO A DESIGNATED PLACE AT OF THE PHILIPPINE NAVY (EP)
A SPECIFIED TIME. (OFFRs & EP) 7. EXTRA DUTIES - INVOLVES THE PERFORMANCE OF
3. ARREST IN QUARTERS - DEPRIVATION OF LIBERTY DUTIES IN ADDITION TO THOSE NORMALLY ASSIGNED
WITHIN THE LIMITS OF ONES QUARTERS, BUT THE TO THE PERSON UNDERGOING PUNISHMENT. IT MAY
PERSON IS REQUIRED TO PERFORM MILITARY DUTY. INCLUDE FATIGUE OR ANY OTHER MILITARY DUTIES
QUARTERS MAY CONSIST OF A PRIVATE RESIDENCE, (EP)
TENT OR BARRACKS. (OFFRs & EP) 8. REDUCTION IN GRADE - MOST SEVERE FORM OF
4. CORRECTIONAL CUSTODY - IT IS THE PHYSICAL DISCIPLINARY PUNISHMENT (EP)
RESTRAINT OF A PERSON DURING DUTY OR NON- 9. FORFEITURE OF BASIC PAY - PERMANENT LOSS OF
DUTY HOURS OR BOTH, AND MAY INCLUDE EXTRA ENTITLEMENT TO THE BASIC PAY FORFEITED (OFFRs &
DUTIES OR FATIGUE DUTIES (EP) EP)
5. CONFINEMENT - RESTRAINT INVOLVED IN THIS 10. DETENTION OR WITHHOLDING OF BASIC PAY -
PUNISHMENT IS ENFORCED BY BEING IMPRISONED IN TEMPORARY WITHHOLDING OF PAY BUT IN NO CASE
THE GUARD HOUSE (EP) SHALL IT EXTEND BEYOND THE OFFENDER’S TERM OF
SERVICE (OFFRs & EP)

REPUBLIC ACT 7055 (PROMULGATED JUNE 20, 1991)

AN ACT STRENGTHENING CIVILIAN SUPREMACY OVER THE MILITARY BY RETURNING TO THE CIVIL COURTS THE
JURISDICTION OVER CERTAIN OFFENSES INVOLVING MEMBERS OF THE ARMED FORCES OF THE PHILIPPINES,
OTHER PERSONS SUBJECT TO MILITARY LAW, AND THE MEMBERS OF THE PHILIPPINE NATIONAL POLICE.

EXECUTIVE ORDER NO. 337 PROMULGATED SEPTEMBER 13, 1988

PRESCRIBING REGULATIONS GOVERNING THE DISCHARGE OR SEPARATION BY ADMINISTRATIVE ACTION OF

OFFICERS OF THE REGULAR FORCE AND RESERVE OFFICERS ON EXTENDED TOUR OF ACTIVE DUTY IN THE
ARMED FORCES OF THE PHILIPPINES

GROUNDS
• GRAVE MISCONDUCT
• WILLFUL FAILURE TO PERFORM DUTIES
 • INTEMPERATE USE OF DRUGS OR ALCOHOLIC LIQUOR
• VICIOUS OR IMMORAL HABITS

CIRCULAR 17, GHQ, DTD 02 OCTOBER 1987

ADMINISTRATIVE DISCHARGE OF ENLISTED PERSONNEL PRIOR TO THE EXPIRATION OF THEIR TERM OF
ENLISTMENT

PERSONNEL DIRECTIVE NR 01, HPA, DTD 22 JAN 93

DISPOSITION OF CASES / IMPOSITION OF ADMINISTRATIVE PUNISHMENT TO ENLISTED PERSONNEL

MINOR OFFENSES
ACTS OR OMMISSIONS PUNISHABLE BY AUTHORIZED PUNISHMENT AS PRESCRIBED BY AW 105 RANGING FROM
ADMONITION TO DEMOTION

A. ADVISING, PERSUADING OR ASSISTING AWOL H. NON-SUPPORT TO LEGITIMATE DEPENDENTS

B. AWOL FOR LESS THAN THIRTY (30) DAYS I. NON-PAYMENT OF JUST DEBT
PROVIDED THAT THE SAME IS THE FIRST OFFENSE J. WILLFUL FAILURE TO SALUTE A COMMISSIONED
C. FAILURE TO PERFORM A SPECIFIC DUTY OR TASK OFFICER
D. USING THREATENING OR INSULTING LANGUAGE K. INDISCRIMINATE FIRING WHILE NOT UNDER THE
OR BEHAVING IN AN INSUBORDINATE OR INFLUENCE OF LIQUOR, PROVIDED THAT THE SAME
DISRESPECTFUL MANNER TOWARD AN NCO DOES NOT CAUSE ALARMS AND SCANDALS
E. DRUNK OR TAKING INTOXICATING LIQUOR WHILE L. BRINGING OUT OF ISSUED FIREARMS WITHOUT
ON DUTY PROPER AUTHORITY
F. BEING FOUND SLEEPING ON POST WHILE M. ALL OTHER ACTS OR OMISSIONS CONSTITUTING
PERFORMING GARRISON DUTY BREACHES OF DISCIPLINE NOT FALLING UNDER THE
G. WILLFULLY DESTROYING GOVERNMENT CATEGORIES OF LESS GRAVE AND GRAVE OFFENSES
PROPERTY COSTING LESS THAN P1,000.00

LESS GRAVE OFFENSES

PUNISHABLE BY PENALTIES RANGING FROM DEMOTION TO DISCHARGE UNDER HONORABLE CONDITIONS

A. AWOL FOR MORE THAN 30 DAYS BUT LESS THAN 90 G. ABANDONMENT AND NON-SUPPORT OF
DAYS LEGITIMATE FAMILY NOT COUPLED WITH
B. COMMITTING ANY OF THE OFFENSES FALLING IMMORALITY
UNDER THE CATEGORY OF MINOR OFFENSES TWICE H. HOMOSEXUAL TENDENCIES, DESIRES OR
OR MORE INTERESTS UNACCOMPANIED BY OVERT
C. INDISCRIMINATE FIRING UNDER THE INFLUENCE OF HOMOSEXUAL ACTS
LIQUOR BUT NOT CAUSING ALARMS AND SCANDALS I. SLEEPING ON POST WHILE ON FIELD DUTY
D. WILLFULLY DESTROYING GOVERNMENT PROPERTY J. ALL OTHER ACTS OR OMISSIONS INVOLVING
COSTING MORE THAN P1,000.00 BUT LESS THAN DISORDERS AND NEGLECTS PREJUDICIAL TO GOOD
P5,000.00 ORDER AND DISCIPLINE
E. USING THREATENING OR INSULTING LANGUAGE OR K. CONDUCTS WHICH BRINGS DISCREDIT UPON THE
BEHAVING IN AN INSUBORDINATE OR DISRESPECTFUL MILITARY SERVICE PROVIDED THE SAME IS NOT
MANNER TOWARD A COMMISSIONED OFFICER INCLUDED WITHIN THE CATEGORY OF GRAVE
F. CHRONIC ALCOHOLISM OR ADDICTION TO OFFENSES
ALCOHOL WITHOUT OVERT ACTS, MISCONDUCT OR
DISORDER

GRAVE OFFENSES
ACTS OR OMMISSIONS PUNISHABLE BY DISCHARGE WITHOUR HONOR

A. AWOL FOR MORE THAN 90 DAYS D. MAINTAINING SEXUAL RELATIONS WITH A MAN /
B. INDISCRIMINATE FIRING COMMITTED UNDER THE WOMAN OTHER THAN HIS / HER LEGITIMATE
INFLUENCE OF LIQUOR AND CAUSING ALARMS AND SPOUSE
SCANDALS E. PREGNANCY OUT OF WEDLOCK FOR FEMALE
C. ASSAULTING A COMMISSIONED OR NON- ENLISTED PERSONNEL
COMMISSIONED OFFICER
F. COMMISSION OF OVERT HOMOSEXUAL ACTS AND
OTHER ACTS OF SEXUAL PERVERSION
G. COMMISSION OF ANY CRIME PUNISHABLE UNDER
THE REVISED PENAL CODE, SPECIAL PENAL LAWS
AND MUNICIPAL OR CITY ORDINANCES
H. ANY SPECIFIC ACT OF MISCONDUCT, DISORDER
OR NEGLECT WHICH BRINGS DISCREDIT TO THE
PHILIPPINE ARMY IN PARTICULAR AND THE AFP IN
GENERAL