MILITARY DISCIPLINE AND COURTESY

MILITARY DISCIPLINE - IS THE STATE OF ORDER & OBEDIENCE AMONG PERSONNEL IN A

MILITARY ORGANIZATION IT CHARACTERIZED BY THE MEN’S PROMPT AND WILLING
RESPONSIVENESS TO ORDERS AND UNDERSTANDING COMPLIANCE TO REGULATION. MILITARY
COURTESY - ARE THE ACTS OF POLITENESS, CIVILITY & RESPECT THAT PERSONNEL IN THE
MILITARY ORGANIZATION ACCORD TO ONE ANOTHER. -JUST LIKE IN THE CIVILIAN WORLD,
MILITARY COUTESY SERVES TO SMOOTH THE PERSONAL RELATIONSHIP AMONG MEN IN THE
PROFESSION OF ARMS. -AS A SOLDIER, YOU MUST BE THOROUGHLY FAMILIAR WITH THE
DIFFERENT FORMS OF MILITARY COURTESY. LEARN TO PRACTICE THEM WHOLEHEARTEDLY &
INSIST THAT YOUR FELLOW SOLDIERS DO THE SAME. CUSTOMS OF THE SERVICE -IT IS THE
BODY OF UNWRITTEN LAW OF THE ARMIES, NAVIES & AIR FORCES. MORALE -THE TERM MAY BE
DEFINED AS THE MENTAL STATE & SPIRIT OF AN INDIVIDUAL OR UNIT. EFFICIENCY -IT IS
THE ABILITY TO ACCOMPLISH SUCCESSFULLY AN ASSIGNED TASK IN THE SHORTEST POSSIBLE
TIME WITH THE LEAST CONFUSION. -EFFECIENCY REQUIRES INTEREST, RESOURCEFULLNESS, &
PROFICIENCY. IT DEVELOPS PRIDE AND THE SATISFACTION OF A JOB WELL DONE.

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

WHO AND WHAT ARE ENTITLED TO SALUTE:  COMMISSIONED OFFICER FEMALE) OF THE AFP.
(BOTH MALE &  CIVILIAN HIGH OFFICIALS OR DIGNITARIES DURING MILITARY RENDERED FOR
THEM. FOREIGN HONORS

COMMISSIONED OFFICERS (BOTH MALE & FEMALE) OF THE ARMED FORCES OF ALLIED NATIONS.

COLORS & STANDARD NOT CASED. (THIS MEANS THAT THESE SYMBOLIC MANIFESTATION ARE
OPENLY & PUBLICLY DISPLAYED DURING MILITARY PARADES & OTHER FORMAL MILITARY
OCCASIONS.

WHEN TO SALUTE:    REPORTING TO AN OFFICER. MEETING AN OFFICER. WHEN THE

NATIONAL COLOR PASSES BY.    WHEN THE NATIONAL ANTHEM IS BEING PLAYED (OUT
DOOR ONLY). RAISING AND LOWERING OF THE NATIONAL FLAG. AFTER CONVERSING WITH AN
OFFICER.
WHEN NOT TO SALUTE    WHEN TROOPS ARE AT WORK. INDOORS, EXCEPT WHEN REPORTING
TO AN OFFICER. WHEN CARRYING ARTICLES WITH BOTH HANDS, OR BEING OCCUPIED AS TO
MAKE SALUTING IMPRACTICABLE.    WHEN ATTENDING TO A VEHICLE. WHEN MEETING A
PRISONER. WHEN IN RANKS.

HOW TO SALUTE   STAND AT ATTENTION. RAISE THE RIGHT HAND SMARTLY.  FINGER
EXTENDED & JOINT, TOUCHING THE TIP 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 RECOGNITION.

USUALLY IT DOES NOT EXCEED 30 PACES. THIS SALUTE IS RENDERED & THE HAND IS HELD IN
POSITION UNTIL THE OFFICERS SALUTED HAS PASSED OR AFTER THE SALUTE IS RETURNED. A
SALUTE MUST ALWAYS BE RETURNED BY THE OFFICER ENTITLED TO IT, UNLESS HE IS IN THE
FORMATION OF OTHER OFFICERS. IN WHICH CASE ONLY YHE MOST SENIOR OR THE MARCHER
RETURNS IT. THE SALUTE MUST NOT BE RENDERED IN A CASUAL OR PERFUNCTORY MANNERS,
NOR WITH PIPE, CIGAR OR CIGARETTE HELD IN THE MOUNT OR IN THE RIGHT HAND. IT IS
ONLY RENDERD AT HALT OR A WALK. IF RUNNING, A SOLDIER COMES TO A WALK BEFORE
SALUTING. WHEN MOUNTED ON A HORSE, HE BRING THE HORSE TO A WALK AND SALUTE. WHEN
SEVERAL ARE IN A GROUP, NOT IN FORMATION, ALL RISE & SALUTE. WHEN IN FORMATION,
ONLY THE COMDR OR THE MOST SENIOR SALUTES.   .  THE SALUTE IS MADE WHETHER A
HEADGEAR IS WORN OR NOT A SOLDIER SALUTES AN OFFICER IF HE MEETS & RECOGNIZE HIM
INSIDE A MILITARY CAMP EVEN   THOUGH THEY ARE BOTH IN CIVILIAN CLOTHES OR WHEN
EITHER ONE OF THEM IS IN UNIFORM. WHEN BOTH OR EACH OF THEM ARE IN CIVILIAN
CLOTHES & THEY MEET OUTSIDE OF CAMP, A COURTEOUS “GOOD MORNING, SIR OR OTHER
GREETING WILL DO. THE SALUTE IS RENDERED ONLY ONCE IF THE OFFICER REMAINS IN THE
IMMEDIATE VICINITY & CONVERSATION TAKES PLACE, THE JUNIOR MUST AGAIN SALUTE THE
OFFICER WHEN HE LEAVES OR DISMISS HIM. UNLIKE NAVY PERSONNEL, SOLDIERS NEVER
SALUTE WITH THE LEFT HAND. WHEN SOLDIER HOLD SOMETHING ON HIS RIGHT HAND, HE
TRANSFER IT TO THE LEFT & SALUTE. WHEN IT IS IMPRACTICAL TO BURDEN BOTH HANDS, HE
SIMPLY GREET THE OFFICER AS HE MEETS HIM. THE SALUTE IS ALWAYS EXECUTED WHILE
LOOKING AT THE PERSON BEING SALUTED. IT IS ALWAYS BEST TO ACCOMPANY SUCH COURTEOUS
GESTURE WITH “GOOD MORNING, SIR” OR SOME APPROPRIATE GREETINGS. ENLISTED PERSONNEL
SALUTE OTHER ENLISTED PERSONNEL ONLY IN FORMATION WHEN RENDERING REPORTS. WHENEVER
A SOLDIER IS DOUBT, WHETER A SALUTE IS APPROPRIATE OR NOT HE SALUTE.

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


MILITARY LEADERSHIP THE MAIN OBJECTIVE OF LEADERSHIP IS TO DEVELOP TEAMWORK IN
ORDER TO ACHIEVE COMMON GOAL OR PURPOSE. DEFINITION MILITARY LEADERSHIP –IS THE
ART OF INFLUENCING MEN IN A WAY THAT WILL WIN THEIR OBEDIENCE, CONFIDENCE AND
RESPECT, AND THEIR LOYAL COOPERATION IN ACHIEVING A COMMON OBJECTIVE. THERE ARE
TWO (2) OTHER DEFINITIONS OF THE WORD BASED ON THE TWO (2) TYPES OF LEADERSHIP.
AUTHORITARIAN -DEFINES LEADERSHIP AS THE IMPOSITION OF ONE’S WILL UPON A GROUP IN
ORDER TO PERFORM TASK. THIS IMPLIES RELIANCE BY THE LEADER UPON AUTHORITY &
UNQUESTIONING FOLLOWERS. AN EXPECTATION OBEDIENCE FROM OF THE

LISSEZ FAIRE LEADER –DEFINES AS THE ACHIEVEMENT OF A GOAL THROUGH A GROUP’S EFFORT
WITH THE LEADERSHIP ROLE SHIFTING IN REPONSE TO DIFFERENT REQUIREMENTS. THE SIMPLE
IMPLICATIONS OF THE LATER DEFINITION IS THAT THE LEADERSHIP SHIFT FROM ONE PERSON
TO PERSON. THUS, WHEN A MISSION FAILS, THIS CAN BE ATTRIBUTED TO A GROUP.

FACTORS OF LEADERSHIP A. KNOW YOURSELF IMPROVEMENT: & SEEK SELF ASSIGNMENTS), &
FROM PROFESSIONAL READING & PERSONAL STUDY (SELF IMPROVEMENT) C. SEEK
RESPONSIBILITY & TAKE RESPONSIBILITY FOR YOUR ACTIONS: LEADING ALWAYS INVOLVES
RESPONSIBILITY. YOU WANT SUBORDINATES WHO CAN HANDLE RESPONSIBILITY & HELP YOU
PERFORM YOUR MISSION. SIMILARLY, YOUR LEADERS WANT YOU TO TAKE THE INITIATIVE
WITHIN THEIR STATED INTENT. WHEN YOU SEE A PROBLEM OR SOMETHING THAT NEEDS TO BE
FIXED, DO NOT WAIT FOR YOUR LEADER TO TELL YOU TO ACT. WAR FIGHTING DOCTRINE
REQUIRES BOLD LEADERS AT ALL LEVELS WHO EXERCISE INITIATIVE, & TAKE ADVANTAGE OF
OPPORTUNITIES ON THE BATTLEFIELD THAT WILL LEAD TO VICTORY. WHEN YOU MAKE
MISTAKES, ACCEPT JUST CRITICISM & TAKE CORRECTIVE ACTION. YOUR OBJECTIVE SHOULD BE
TO BUILD TRUST BETWEEN YOU & YOU LEADERS AS WELL AS BETWEEN YOU & THOSE YOU LEAD
BY SEEKING & ACCEPTING RESPONSIBILITY. D. MAKE SOUND & TIMELY DECISIONS: YOU MUST
BE ABLE TO RAPIDLY ASSESS SITUATIONS & MAKE SOUND DECISIONS. IF YOU DELAY OR TRY
TO AVOID MAKING A DECISION, YOU MAY CAUSE UNNECESSARY CASUALTIES & FAIL TO
ACCOMPLISH THE MISSION.

TO KNOW YOUR SELF, YOU MUST UNDERSTAND WHOM YOU ARE & KNOW WHAT YOUR PREFERENCES,
STRENGTHS, & WEAKNESSES ARE. KNOWING YOURSELF ALLOWS YOU TO TAKE ADVANTAGE OF YOUR
WEAKNESSES. SEEKING SELF IMPROVEMENT MEANS CONTINUALLY DEVELOPING YOURR STRENGHTS
& WORKING ON OVERCOMING YOUR WEAKNESSES. THIS WILL INCREASE YOUR COMPETENCE & THE
CONFIDENCE YOUR SOLDIER HAVE IN YOUR ABILITY TO TRAIN & LEAD. B. BE TECHNICALLY &
TACTICALLY PROFICIENT: YOU ARE EXPECTED TO BE TECHNICALLY & TACTICALLY PROFICIENT
AT YOUR JOB. THIS MEANS THAT YOU CAN ACCOMPLISH ALL TASK TO STANDARD THAT ARE
REQUIRED TO ACCOMPLISH THE WARTIME MISSION. IN ADDITION, YOU ARE RESPONSIBLE FOR
TRAINING YOUR SOLDIERS TO DO THEIR JOB & FOR UNDERSTUDYING YOUR LEADER IN THE
EVENT YOU MUST ASSUME THOSE DUTIES. YOU DEVELOP TECHNICAL & TACTICAL PROFICIENT
THROUGH A COMBINATION OF TACTICS. TECHNIQUES & PROCEDURES YOU LEARN WHILE
ATTENDING FORMAL SCHOOLS (INSTITUTIONAL TRANING), YOUR DAY TO DAY JOBS
(OPERATIONAL
DECISIVE LEADERS CREATE HESITANCY, LOSS OF CONFIDENCE & CONFUSION. YOU MUST BE
ABLE TO ANTICIPATE & REASON UNDER THE MOST TRYING CONDITIONS & QUICKLY DECIDE WHAT
ACTIONS TO TAKE. HERE SOME GUIDELINES TO HELP YOU LEAD EFFECTIVELY: 1. GATHER
ESSENTIAL INFORMATION BEFORE MAKING YOUR DECISIONS. 2. ANNOUNCE DECISIONS IN TIME
FOR YOUR SOLDIER TO REACT. GOOD DECISIONS MADE AT RIGHT TIME ARE BETTER THAN THE
BEST DECISIONS MADE TO LATE. 3. CONSIDER THE SHORT & LONG-TERM EFFECTS OF YOUR
DECISIONS. E. SET THE EXAMPLE: YOUR SOLDIERS WANT & NEED YOU TO BE A MODEL. THIS
IS A HEAVY RESPONSIBILITY, BUT YOU HAVE NO CHOICE. NO ASPECT OF LEADERSHIP IS MORE
POWERFUL. IF YOU EXPECT COURAGE, COMPETENCE, CANDOR, COMMITMENT & INTEGRITY FROM
YOUR SOLDIERS YOU MUST DEMONSTRATE THEM. YOUR SOLDIERS WILL IMITATE YOUR BEHAVIOR.
YOU MUST SET HIGH BUT ATTAINABLE STANDARDS, BE WILLING TO DO WHAT YOU REQUIRE OF
YOUR SOLDIER & SHARE DANGERS & HARDSHIP WITH YOUR SOLDIERS. YOUR PERSONAL EXAMPLE
AFFECTS YOUR SOLDIERS MORE THAN ANY AMOUNT OF INSTRUCTIONS OR FORM OF DISCIPLINE.
YOU ARE THEIR ROLE MODEL. F. KNOW YOUR SOLDIER & LOOK OUT FOR THEIR WELL-BEING:
YOU MUST KNOW & CARE FOR YOUR SOLDIERS. IT IS ENOUGH TO KNOW THEIR NAMES &
HOMETOWNS. YOU NEED TO UNDERSTAND WHAT MAKE THEM “TICK” & LEARN WHAT IS IMPORTANT
TO THEM IN LIFE. YOU NEED TO COMMIT TIME & EFFORT TO LISTEN & LEARN ABOUT YOUR
SOLDIERS. WHEN YOU SHOW GENUINE CONCERN FOR YOUR TROOPS, THEY TRUST & RESPECT YOU
AS A LEADER. TELLING YOUR SUBORDINATES YOU CARE ABOUT THEM HAS NO MEANING UNLESS
THEY SEE YOU DEMONSTRATING CARE. ALTHOUGH SLOW TO BUILD, TRUST & RESPECT CAN BE
DESTROYED QUICKLY. IF YOUR SOLDIERS TRUST YOU, THEY WILL WILLINGLY WORK TO HELP
YOU ACCOMPLISH MISSIONS. F. KEEP YOUR SUBORDINATES INFORMED:

H. DEVELOP A SENSE OF RESPONSIBILITY IN YOUR SUBORDINATES: YOUR SUBORDINATES WILL

FEEL A SENSE OF PRIDE & RESPONSIBILITY WHEN THEY SUCCESSFULLY ACCOMPLISH A NEW
TASK YOU HAVE GIVEN THEM. DELEGATION INDICATES YOU TRUST YOUR SUBORDINATES & WILL
MAKE THEM WANT EVEN MORE RESPONSIBILITY. AS A LEADER, YOU ARE A TEACHER &
RESPONSIBLE FOR DEVELOPING SUBORDINATES. GIVE THEM CHALLENGES & OPPORTUNITIES YOU
FEEL THEY CAN HANDLE. GIVE THEM CHALLENGES & OPPORTUNITIES YOU FEEL THEY CAN
HANDLE. GIVE THEM MORE RESPONSIBILITY WHEN THEY SHOW YOU THEY ARE READY. THEIR
INITIATIVE WILL AMAZE YOU. I. ENSURE THE TASK IS UNDERSTOOD, SUPERVISED AND
ACCOMPLISHED: YOUR SOLDIERS MUST UNDERSTAND WHAT YOU EXPECT FROM THEM. THEY NEED
TO KNOW WHAT YOU WANT DONE, WHAT THE STANDARD IS, & WHEN YOU WANT IT DONE.
SUPERVISING LETS YOU KNOW IF YOUR SOLDIERS UNDERSTAND YOUR ORDERS; IT SHOWS YOUR
INTEREST IN THEM & IN MISSION ACCOMPLISHMENT. OVER SUPERVISION CAUSES RESENTMENT &
UNDER SUPERVISION CAUSES FRUSTRATION. ACCEPT PERFORMANCE THAT MEETS YOUR
STANDARDS, REWARD PERFORMANCE THAT EXCEEDS YOUR STANDARDS; CORRECT PERFORMANCE
THAT DOES NOT MEET YOUR STANDARDS. DETERMINE THE CAUSE OF THE POOR PERFORMANCE &
TAKE APPROPRIATE ACTION. J. BUILD THE TEAM: WAR FIGHTING IS A TEAM ACTIVITY. YOU
MUST DEVELOP A TEAM SPIRIT AMONG YOUR SOLDIERS THAT MOTIVATE THEM TO GO WILLINGLY
& CONFIDENTLY INTO COMBAT IN A QUICK TRANSITION FROM PEACE TO WAR. YOUR SOLDIERS
NEED CONFIDENCE IN YOUR ABILITIES TO LEAD THEM & IN THEIR ABILITIES TO PERFORM AS
MEMBERS OF THE TEAM. YOU MUST TRAIN & CROSS TRAIN YOUR SOLDIERS UNTIL THEY ARE
CONFIDENT IN THE TEAM’S TECHNICAL & TACTICAL ABILITIES. YOU UNIT BECOMES A TEAM
ONLY WHEN YOUR SOLDIER’S TRUST & RESPECT YOU & EACH OTHER AS TRAINED PROFESSIONALS
& SEE THE IMPORTANCE OF THEIR CONTRIBUTIONS TO THE UNIT. K. EMPLOY YOUR UNIT IN
ACCORDANCE WITH ITS CAPABILITIES: YOUR UNIT HAS CAPABILITIES & LIMITATIONS. YOU
ARE RESPONSIBLE TO RECOGNIZE BOTH OF THESE FACTORS. YOUR SOLDIERS WILL GAIN
STAISFACTION FROM PERFORMING TASKS THERE ARE REASONABLE &

KEEPING YOUR SUBORDINATES INFORMED HELP THEM MAKE DECISIONS & EXECUTE PLANS WITHIN
YOUR INTENT, ENCOURAGES INITIATIVE, IMPROVES TEAMWORK, ENHANCES MORALE, THEY
EXPECT YOU TO KEEP THEM INFORMED & WHEN POSSIBLE, EXPLAIN REASONS FOR YOUR ORDERS.
CHALLENGING BUT WILL BE FRUSTRATED IF TASKS ARE TOO EASY, UNREALISTIC, OR
UNATTAINABLE.

READINESS THROUGH TOUGH, REALISTIC MULTIECHELON 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 TO DEFINE THE PROBLEM & GETTING OTHERS DO THE
RIGHT THING TO SOLVE THE PROBLEM. B. BEARING – A PERSON’S GENERAL APPEARANCE,
CARRIAGE, DEPORTMENT & CONDUCT. C. CONFIDENCE – THE ASSURANCE THAT YOU & YOUR MEN
WILL BE SUCCESSFUL IN WHATEVER YOU DO. D. COOLNESS UNDER STREE – A CONFIDENT
CALMNESS IN LOOKS & BEHAVIOR. E. COURAGE – MENTAL QUALITY THAT RECOGNIZES FEAR OF
DANGER OR CRITICISM, BUT ENABLES A MAN TO PROCEED IN THE FACE OF IT WITH CALMNESS
& FIRMNESS. F. CREATIVITY – DEMONSTRATED BY THINKING OF NEW & BETTER GOALS, IDEAS,
PROGRAMS & SOLUTION TO PROBLEMS. G. DECISIVENESS – THE LEADER SHOULD BE ABLE TO
MAKE DECISIONS PROMPTLY & TO STATE THEM IN A CLEAR, FORCEFUL MANNER. H.
DEPENDABILITY – THE CERTAINTY OF PROPER PERFORMANCE OF DUTY I. EMPHATY OR
COMPASSION – IS BEING SENSITIVE TO THE FEELINGS, VALUES, INTEREST & WELL-BEING OF
OTHERS J. ENDURANCE – THE MENTAL & PHYSICAL STAMINA MEASURED BY THE ABILITY TO
WITHSTAND PAIN, FATIGUE, STRESS & HARDSHIP. K. ENTHUSIASM – THE DISPLAY OF SINCERE
INTEREST AND ZEAL IN THE PERFORMANCE OF DUTIES. L. FLEXIBILITY – THE CAPABILITY TO
MAKE TIMELY AND APPROPRIATE CHANGES IN THINKING, PLANS & METHODS, WHEN YOU SEE, OR
WHEN OTHERS CONVINCE YOU THAT THERE IS A BETTER WAY. M. HUMILITY – ADMITTING
WEAKNESSES OR IMPERFECTIONS IN YOUR CHARACTER, KNOWLEDGE & SKILLS. IT IS
ACKNOWLEDGING MISTAKES & TAKING APPROPRIATE ACTION TO CORRECT THOSE MISTAKES. N.
INITIATIVE – TAKING ACTION IN THE ABSENCE OF ORDERS. O. INTEGRITY – THE
UPRIGHTNESS & SOUNDNESS OF MORAL PRINCIPLES, THE QUALITY OF TRUTHFULNESS &
HONESTY. P. JUDGEMENT – THE ABILITY TO LOGICALLY WEIGH FACTS & POSSIBLE SOLUTION
ON WHICH TO BASE SOUND DECISION. Q. JUSTICE – TIMELY AND FAIR DISPOSITION OF
CASES. R. KNOWLEDGE – THE LEADER SHOULD DEVELOP A PROGRAM OF LEARNING TO KEEP
HIMSELF ABREAST OF CURRENT DEVELOPMENT IN HIS SPECIALTY, COMMAND POLICIES &
DEVELOPMENTS IN LOCAL & WORD COMMUNITIES. S. LOYALTY – THE QUALITY OF FAITHFULNESS
TO COUNTRY, THE ARMY SENIORS, SUBORDINATES & PEERS. T. MATURITY – REFERS TO THE
SENSE OF RESPONSIBILITY A PERSON HAS DEVELOP. DOES NOT MAKE IMPULSIVE DECISION
BASED IN CHILDLIKE EMOTIONAL. U. SELF DISCIPLINE – FORCING YOURSELF TO DO YOUR
DUTY WHAT YOU OUGHT TO DO REGARDLESS OF HOW TIRED OR UNWILLING YOU MAY BE. V. SELF
IMRPOVEMENT – SHOWN BY READING, STUDYING, SEEKING CHALLENGING ASSIGNMENTS, &
WORKING TO STRENGTHEN BELEIFS, VALUES, ETHICS, CHARACTER, KNOWLEDGE & SKILLS. W.
SENSE OF HUMOR– SHOWN BY NOT TAKING YOURSELF TOO SERIOUSLY & BY CONTRIBUTING TO
LAUGHTER & MORALE OF THE PEOPLE AROUND YOU. X. TACT – THE ABILITY TO DEAL WITH
OTHERS IN A RESPECTFUL MANNER. Y. UNSELFISHNESS – A LEADER WHO AVOIDS PROVIDING
FOR HIS OWN COMFORT & PERSONAL ADVANCEMENT AT THE EXPENSE OF OTHERS. Z. WILL – THE
PERSEVERANCE TO ACCOMPLISH A GOAL, REAGRDLESS OF SEEMINGLY INSURMUNTABLE
OBSTACLES.
LEADERSHIP STYLE: LEADERSHIP STYLES IS THE PERSONAL MANNER & APPROACH OF LEADING
(PROVIDING, PURPOSE, DIRECTION & MOTIVATION). IT IS THE WAY LEADERS DIRECTLY
INTERACT WITH THEIR SUBORDINATES. EFFECTIVE LEADERS ARE FLEXIBLE IN THE WAY THEY
INTERACT WITH SUBORDINATES. YOUR MANNER & APPROACH OF LEADING WILL OBVIOUSLY
DEPEND ON YOUR TRAINING, EDUCATION, EXPERIENCE & VIEW OF THE WORLD. WHEN PEOPLE
TALKED ABOUT LEADERSHIP STYLES, THEY THOUGHT OF TWO (2) EXTREMES: AUTOCRATIC
LEADERS – USE THEIR LEGITIMATE AUTHORITY & THEN POWER OF THEIR POSITION TO GET
RESULTS. DEMOCRATIC LEADERS – USE THEIR PERSONALITY TO PERSUADE & INVOLVE
SUBORDINATES IN SOLVING PROBLEMS & MAKING DECISIONS.

3 BASIC STYLE OF MIL LEADERSHIP 1. DIRECTING STYLE – A LEADER IS USING THE

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

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 TITLE II TITLE III TITLE IV PRELIMINARY PROVISIONS (AW 1 - 2) COURTS-
MARTIAL (AW 3 - 53) PUNITIVE ARTICLES (AW 54 - 97) COURTS OF INQUIRY (AW 98 - 120)
PERSONS SUBJECT TO MILITARY LAW 1. ALL OFFICERS 2. MEMBERS OF THE NURSE CORPS 3.
SOLDIERS BELONGING TO THE REGULAR FORCE 4. RESERVISTS FROM THE DATES OF THEIR CAD
AND WHILE ON SUCH ACTIVE DUTY 5. TRAINEES UNDERGOING MILITARY INSTRUCTIONS 6. ALL
OTHER PERSONS LAWFULLY CALLED, DRAFTED OR ORDERED INTO, OR TO DUTY OR FOR TRAINING
IN THE SAID SERVICE, FROM THE DATES THEY ARE REQUIRED BY THE TERMS OF THE CALL,
DRAFT OR ORDERED TO OBEY THE SAME 7. CADETS, FLYING CADETS AND PROBATIONARY 2LTs
8. ALL RETAINERS TO THE CAMP AND ALL PERSONS ACCOMPANYING OR SERVING WITH THE ARMY
OF THE PHILIPPINES IN THE FIELD IN TIME OF WAR OR WHEN MARTIAL LAW IS DECLARED
THOUGH NOT OTHERWISE SUBJECT TO THE ARTICLE OF WAR.

CLASSIFICATION OF COURT MARTIAL GENERAL COURT MARTIAL

SHALL HAVE THE POWER TO TRY ANY PERSON SUBJECT TO MILITARY LAW FOR ANY CRIME OR
OFFENSE, MADE PUNISHABLE BY THE ARTICLES OF WAR SPECIAL COURT MARTIAL SHALL HAVE
THE POWER TO TRY ANY PERSON SUBJECT TO MILITARY LAW, FOR ANY CRIME OR

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

PUNITIVE ARTICLES A. ENLISTMENT; MUSTER; RETURNS (AW 54 - 57) AW 54 - FRAUDULENT

ENLISTMENT AW 55- OFFICER MAKING UNLAWFUL ENLISTMENT AW 56 - FALSE MUSTER AW 57 -
FALSE RETURNS B. DESERTION; ABSENCE WITHOUT LEAVE (AW 58 - 62) AW 58 - CERTAIN
ACTS TO CONSTITUTE DESERTION AW 59 - DESERTION AW 60 - ADVISING OR AIDING ANOTHER
TO DESERT AW 61 - ENTERTAINING A DESERTER AW 62 - ABSENCE WITHOUT LEAVE C.
DISRESPECT; INSUBORDINATION; MUTINY (AW 63 - 69) AW 63 - DISRESPECT TOWARD THE
PRESIDENT, VICE PRESIDENT, CONGRESS OF THE PHILIPPINES OR SND AW 64- DISRESPECT
TOWARD SUPERIOR OFFICER AW 65 - ASSAULTING OR WILLFULLY DISOBEYING SUPERIOR
OFFICER AW 66 - INSUBORDINATE CONDUCT TOWARD NONCOMMISSIONED OFFICER AW 67 -
MUTINY OR SEDITION AW 68 - FAILURE TO SUPPRESS MUTINY OR SEDITION AW 69 -
QUARRELS; FRAYS; DISORDERS D. ARREST; CONFINEMENT (AW 70 - 75) AW 70 - ARREST OR
CONFINEMENT AW 71 - CHARGES; ACTION UPON AW 72 - REFUSAL TO RECEIVE AND KEEP
PRISONERS AW 73 - REPORT OF PRISONER RECEIVED AW 74 - RELEASING PRISONER WITHOUT
PROPER AUTHORITY AW 75 - DELIVERY OF OFFENDERS TO CIVIL AUTHORITIES E. WAR
OFFENSES (AW 76 - 83) AW 76 - MISBEHAVIOR BEFORE THE ENEMY AW 77 - SUBORDINATES
COMPELLING COMMANDER TO SURRENDER AW 78 - IMPROPER USE OF COUNTERSIGNS AW 79 -
FORCING A SAFEGUARD AW 80 - CAPTURED PROPERTY TO BE SECURED FOR PUBLIC SERVICE AW
81 - DEALING IN CAPTURED OR ABANDONED PROPERTY AW 82 - RELIEVING, CORRESPONDING
WITH OR AIDING THE ENEMY AW 83 - SPIES G. MISCELLANEOUS CRIMES AND OFFENSES (AW 84
- 97) AW 84 - WILLFUL OR NEGLIGENT LOSS, DAMAGE OR WRONGFUL DISPOSITION OF
MILITARY PROPERTY AW 85 - WASTE OR UNLAWFUL DISPOSITION OF MILITARY PROPERTY
ISSUED TO SOLDIERS AW 86 - DRUNK ON DUTY AW 87 - MISBEHAVIOR OF SENTINEL AW 88 -
PERSONAL INTEREST IN SALE OF PROVISIONS AW 88 - A - UNLAWFULLY INFLUENCING ACTION
OF COURT AW 89 - INTIMIDATING OF PERSONS BRINGING PROVISIONS AW 90 - GOOD ORDER TO
BE MAINTAINED AND WRONGS REDRESSED AW 91 - PROVOKING SPEECHES OR GESTURES AW 92 -
DUELING AW 93 - MURDER; RAPE (REPEALED BY RA 7055) AW 94 - VARIOUS CRIMES
(REPEALED BY RA 7055) AW 95 - FRAUDS AGAINST THE GOVERNMENT AW 96 - CONDUCT
UNBECOMING OF AN OFFICER AND A GENTLEMAN 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) 2. RESTRICTION -
DEPRIVATION OF LIBERTY WITHIN SPECIFIED GEOGRAPHICAL LIMITS AND THE PERSON IS
REQUIRED TO REPORT TO A DESIGNATED PLACE AT A SPECIFIED TIME. (OFFRs & EP) 3.
ARREST IN QUARTERS - DEPRIVATION OF LIBERTY WITHIN THE LIMITS OF ONES QUARTERS,
BUT THE PERSON IS REQUIRED TO PERFORM MILITARY DUTY. QUARTERS MAY CONSIST OF A
PRIVATE RESIDENCE, TENT OR BARRACKS. (OFFRs & EP) 4. CORRECTIONAL CUSTODY - IT IS
THE PHYSICAL RESTRAINT OF A PERSON DURING DUTY OR NONDUTY HOURS OR BOTH, AND MAY
INCLUDE EXTRA DUTIES OR FATIGUE DUTIES (EP) 5. CONFINEMENT - RESTRAINT INVOLVED IN
THIS PUNISHMENT IS ENFORCED BY BEING IMPRISONED IN THE GUARD HOUSE (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. 6.
CONFINEMENT ON BREAD AND WATER OR DIMINISHED RATION - IMPOSED UPON ENLISTED
PERSONNEL EMBARKED ON A COMMISSIONED VESSEL OF THE PHILIPPINE NAVY (EP) 7. EXTRA
DUTIES - INVOLVES THE PERFORMANCE OF DUTIES IN ADDITION TO THOSE NORMALLY ASSIGNED
TO THE PERSON UNDERGOING PUNISHMENT. IT MAY INCLUDE FATIGUE OR ANY OTHER MILITARY
DUTIES (EP) 8. REDUCTION IN GRADE - MOST SEVERE FORM OF DISCIPLINARY PUNISHMENT
(EP) 9. FORFEITURE OF BASIC PAY - PERMANENT LOSS OF ENTITLEMENT TO THE BASIC PAY
FORFEITED (OFFRs & EP) 10. DETENTION OR WITHHOLDING OF BASIC PAY TEMPORARY
WITHHOLDING OF PAY BUT IN NO CASE SHALL IT EXTEND BEYOND THE OFFENDER’S TERM OF
SERVICE (OFFRs & EP)

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

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

GRAVE OFFENSES ACTS OR OMMISSIONS PUNISHABLE BY DISCHARGE WITHOUR HONOR A. AWOL

FOR MORE THAN 90 DAYS B. INDISCRIMINATE FIRING COMMITTED UNDER THE INFLUENCE OF
LIQUOR AND CAUSING ALARMS AND SCANDALS C. ASSAULTING A COMMISSIONED OR
NONCOMMISSIONED OFFICER D. MAINTAINING SEXUAL RELATIONS WITH A MAN / WOMAN OTHER
THAN HIS / HER LEGITIMATE SPOUSE E. PREGNANCY OUT OF WEDLOCK FOR FEMALE ENLISTED
PERSONNEL
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