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 (BOTH MALE & FEMALE) OF THE AFP.

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

CIVILIAN HIGH OFFICIALS OR FOREIGN DIGNITARIES DURING MILITARY HONORS RENDERED FOR THEM.

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 & AN EXPECTATION OF UNQUESTIONING OBEDIENCE FROM THE FOLLOWERS.

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 & SEEK SELF IMPROVEMENT:

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

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. 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:

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.

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 &

CHALLENGING BUT WILL BE FRUSTRATED IF TASKS ARE TOO EASY, UNREALISTIC, OR UNATTAINABLE.

YOUR CHALLENGE AS A LEADER IS TO ATTAIN, SUSTAIN & ENFORCE HIGH STANDARDS OF COMBAT

READINESS THROUGH TOUGH, REALISTIC MULTI-ECHELON COMBINED ARMS TRAINING DESIGNED TO DEVELOP & CHALLENGE EACH SOLDIER & UNIT

. 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 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 OFFICERS2. MEMBERS OF THE NURSE CORPS3. SOLDIERS BELONGING TO THE REGULAR FORCE4. RESERVISTS FROM THE DATES OF THEIR CAD AND WHILE ON SUCH ACTIVE DUTY5. TRAINEES UNDERGOING MILITARY INSTRUCTIONS6. 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 SAME7. CADETS, FLYING CADETS AND PROBATIONARY 2LTs8. 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 MARTIALSHALL 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 MARTIALSHALL 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 ENLISTMENTAW 55- OFFICER MAKING UNLAWFUL ENLISTMENTAW 56 - FALSE MUSTERAW 57 - FALSE RETURNS

B. DESERTION; ABSENCE WITHOUT LEAVE (AW 58 - 62)AW 58 - CERTAIN ACTS TO CONSTITUTE DESERTIONAW 59 - DESERTIONAW 60 - ADVISING OR AIDING ANOTHER TO DESERTAW 61 - ENTERTAINING A DESERTERAW 62 - ABSENCE WITHOUT LEAVE

C. DISRESPECT; INSUBORDINATION; MUTINY (AW 63 - 69)AW 63 - DISRESPECT TOWARD THE PRESIDENT, VICE PRESIDENT, CONGRESS OF THE PHILIPPINES OR SNDAW 64- DISRESPECT TOWARD SUPERIOR OFFICERAW 65 - ASSAULTING OR WILLFULLY DISOBEYING SUPERIOR OFFICERAW 66 - INSUBORDINATE CONDUCT TOWARD NON-COMMISSIONED OFFICERAW 67 - MUTINY OR SEDITIONAW 68 - FAILURE TO SUPPRESS MUTINY OR SEDITIONAW 69 - QUARRELS; FRAYS; DISORDERS

D. ARREST; CONFINEMENT (AW 70 - 75)AW 70 - ARREST OR CONFINEMENTAW 71 - CHARGES; ACTION UPONAW 72 - REFUSAL TO RECEIVE AND KEEP PRISONERSAW 73 - REPORT OF PRISONER RECEIVEDAW 74 - RELEASING PRISONER WITHOUT PROPER AUTHORITYAW 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 SURRENDERAW 78 - IMPROPER USE OF COUNTERSIGNSAW 79 - FORCING A SAFEGUARDAW 80 - CAPTURED PROPERTY TO BE SECURED FOR PUBLIC SERVICEAW 81 - DEALING IN CAPTURED OR ABANDONED PROPERTYAW 82 - RELIEVING, CORRESPONDING WITH OR AIDING THE ENEMYAW 83 - SPIES

G. MISCELLANEOUS CRIMES AND OFFENSES (AW 84 - 97)AW 84 - WILLFUL OR NEGLIGENT LOSS, DAMAGE OR WRONGFUL DISPOSITION OF MILITARY PROPERTYAW 85 - WASTE OR UNLAWFUL DISPOSITION OF MILITARY PROPERTY ISSUED TO SOLDIERSAW 86 - DRUNK ON DUTYAW 87 - MISBEHAVIOR OF SENTINELAW 88 - PERSONAL INTEREST IN SALE OF PROVISIONSAW 88 - A - UNLAWFULLY INFLUENCING ACTION OF COURTAW 89 - INTIMIDATING OF PERSONS BRINGING PROVISIONSAW 90 - GOOD ORDER TO BE MAINTAINED AND WRONGS REDRESSEDAW 91 - PROVOKING SPEECHES OR GESTURESAW 92 - DUELINGAW 93 - MURDER; RAPE (REPEALED BY RA 7055)AW 94 - VARIOUS CRIMES (REPEALED BY RA 7055)AW 95 - FRAUDS AGAINST THE GOVERNMENTAW 96 - CONDUCT UNBECOMING OF AN OFFICER AND A GENTLEMANAW 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 COMMISSION3. 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 NON-DUTY 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)

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)

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 1987ADMINISTRATIVE DISCHARGE OF ENLISTED PERSONNEL PRIOR TO THE EXPIRATION OF THEIR TERM OF ENLISTMENT

PERSONNEL DIRECTIVE NR 01, HPA, DTD 22 JAN 93DISPOSITION OF CASES / IMPOSITION OF ADMINISTRATIVE PUNISHMENT TO ENLISTED PERSONNEL

MINOR OFFENSESACTS OR OMMISSIONS PUNISHABLE BY AUTHORIZED PUNISHMENT AS PRESCRIBED BY AW 105 RANGING FROM

ADMONITION TO DEMOTION

A. ADVISING, PERSUADING OR ASSISTING AWOLB. AWOL FOR LESS THAN THIRTY (30) DAYS PROVIDED THAT THE SAME IS THE FIRST OFFENSEC. FAILURE TO PERFORM A SPECIFIC DUTY OR TASKD. USING THREATENING OR INSULTING LANGUAGE OR BEHAVING IN AN INSUBORDINATE OR DISRESPECTFUL MANNER TOWARD AN NCOE. DRUNK OR TAKING INTOXICATING LIQUOR WHILE ON DUTYF. BEING FOUND SLEEPING ON POST WHILE PERFORMING GARRISON DUTYG. WILLFULLY DESTROYING GOVERNMENT PROPERTY COSTING LESS THAN P1,000.00

H. NON-SUPPORT TO LEGITIMATE DEPENDENTSI. NON-PAYMENT OF JUST DEBTJ. WILLFUL FAILURE TO SALUTE A COMMISSIONED OFFICERK. INDISCRIMINATE FIRING WHILE NOT UNDER THE INFLUENCE OF LIQUOR, PROVIDED THAT THE SAME DOES NOT CAUSE ALARMS AND SCANDALSL. BRINGING OUT OF ISSUED FIREARMS WITHOUT PROPER AUTHORITYM. ALL OTHER ACTS OR OMISSIONS CONSTITUTING BREACHES OF DISCIPLINE NOT FALLING UNDER THE CATEGORIES OF LESS GRAVE AND GRAVE OFFENSES

LESS GRAVE OFFENSESPUNISHABLE BY PENALTIES RANGING FROM DEMOTION TO DISCHARGE UNDER HONORABLE CONDITIONS

A. AWOL FOR MORE THAN 30 DAYS BUT LESS THAN 90 DAYSB. COMMITTING ANY OF THE OFFENSES FALLING UNDER THE CATEGORY OF MINOR OFFENSES TWICE OR MOREC. INDISCRIMINATE FIRING UNDER THE INFLUENCE OF LIQUOR BUT NOT CAUSING ALARMS AND SCANDALSD. WILLFULLY DESTROYING GOVERNMENT PROPERTY COSTING MORE THAN P1,000.00 BUT LESS THAN P5,000.00E. 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 DISORDERG. ABANDONMENT AND NON-SUPPORT OF LEGITIMATE FAMILY NOT COUPLED WITH IMMORALITYH. HOMOSEXUAL TENDENCIES, DESIRES OR INTERESTS UNACCOMPANIED BY OVERT HOMOSEXUAL ACTSI. SLEEPING ON POST WHILE ON FIELD DUTYJ. ALL OTHER ACTS OR OMISSIONS INVOLVING DISORDERS AND NEGLECTS PREJUDICIAL TO GOOD ORDER AND DISCIPLINEK. CONDUCTS WHICH BRINGS DISCREDIT UPON THE MILITARY SERVICE PROVIDED THE SAME IS NOT INCLUDED WITHIN THE CATEGORY OF GRAVE OFFENSES

GRAVE OFFENSESACTS OR OMMISSIONS PUNISHABLE BY DISCHARGE WITHOUR HONOR

A. AWOL FOR MORE THAN 90 DAYSB. INDISCRIMINATE FIRING COMMITTED UNDER THE INFLUENCE OF LIQUOR AND CAUSING ALARMS AND SCANDALSC. ASSAULTING A COMMISSIONED OR NON-COMMISSIONED OFFICER

D. MAINTAINING SEXUAL RELATIONS WITH A MAN / WOMAN OTHER THAN HIS / HER LEGITIMATE SPOUSEE. PREGNANCY OUT OF WEDLOCK FOR FEMALE ENLISTED PERSONNEL

F. COMMISSION OF OVERT HOMOSEXUAL ACTS AND OTHER ACTS OF SEXUAL PERVERSIONG. COMMISSION OF ANY CRIME PUNISHABLE UNDER THE REVISED PENAL CODE, SPECIAL PENAL LAWS AND MUNICIPAL OR CITY ORDINANCESH. ANY SPECIFIC ACT OF MISCONDUCT, DISORDER OR NEGLECT WHICH BRINGS DISCREDIT TO THE PHILIPPINE ARMY IN PARTICULAR AND THE AFP IN GENERAL