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
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.
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.
WHEN TO SALUTE:
 REPORTING TO AN OFFICER.
 MEETING AN OFFICER.
 WHEN THE NATIONAL COLOR PASSES BY.
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.
-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.
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 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.
HOW TO SALUTE
 STAND AT ATTENTION.
 RAISE THE RIGHT HAND SMARTLY.
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
 WHEN ATTENDING TO A VEHICLE.
 WHEN MEETING A PRISONER.
 WHEN IN RANKS.
 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.
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
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
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.
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
. 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.
READINESS THROUGH TOUGH, REALISTIC MULTI-
ECHELON COMBINED ARMS TRAINING DESIGNED TO
DEVELOP & CHALLENGE EACH SOLDIER & UNIT
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 & 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
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 & YOUR SUBORDINATES PROBLEM-SOLVING POTENTIAL
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
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 OFFICERS REQUIRED BY THE TERMS OF THE CALL, DRAFT OR

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
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 77 - SUBORDINATES COMPELLING

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 NON-
COMMISSIONED 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
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 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 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
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
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 NON-
COMMISSIONED 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