Legal Basis for ROTC Program

RA 9163 - an Act Establishing the National Service Training Program (NSTP) for the Tertiary Level
Students, Amending for the Purpose RA No. 7077 and PD No. 1706 and for Other Purpose

National Service Training Program (NSTP) Act of 2001

Section 2. Declaration of Policy
o It is hereby affirmed the prime duty of the Government to serve and protect its citizen. In
Turn it is shall be the responsibility of all citizens to defend the security of the State and
in fulfillment thereof, the government may require each citizen to render personal
military or civil service.
o Recognizing the youth’s virtual role in nation’s building, then the state shall promote
civic consciousness among youth and shall develop their physical moral, spiritual,
intellectual and social well-being. It shall inculcate to the youth patriotism, nationalism
and advance their involvement in public and civic affairs.
o In pursuit of this goals, the youth the most valuable resource of the national shall be
motivated, trained, organized and mobilized in the military training, literacy, civic
welfare and other similar endeavors in the service of the nation.
National Service Training Program (NSTP) - is a program aimed at enhancing civic
consciousness and defense preparedness in the youth by developing the ethic of service and
patriotism while undergoing training in any of its three (3) program components. Its various
components are specially designed to enhance the youth’s active contribution to the general
welfare.
a. Reserve officer Training Corps (ROTC) – is a program institutionalized under Section
38 and 39 of RA 7077 designed to provide military training to tertiary level students In
order to motivate, train, organized and mobilize them for national defense preparedness.
b. Literacy Training Service (LTS) – is a program designed to train students to become
teachers of literacy and numeracy skills to school children, out of school youth, and other
segments of society in need of their service.
c. Civic Welfare Training Service (CWTS) – refers to program of activities contributory
to the general welfare and the betterment of life for the members of the community or the
enhancement of its facilities, especially those devoted to improving health, education,
environment, entrepreneurship, safety, recreation and morals of the citizen.
o There is hereby established a National Service Training Program (NSTP) which shall
form part of the curricula of all baccalaureate degree courses and at least two-years
technical vocational courses and is a requisite for graduation, consisting of the following
service components:
o The ROTC under the NSTP shall instill patriotism, moral virtues, respect for the rights of
civilians and adherence to the constitution among other, Citizenship Training shall be
given emphasis in all three (3) program components.
o Students, male and female of any baccalaureate degree course or at least two (2) year
technical vocational courses in public and in private educational institutions shall be
required to complete one (1) of the NSTP components as requisite for graduation.
o Each of the aforementioned NSTP Program components shall be undertaken for an
academic period of two (2) semesters.
o For any of the components of NSTP, one (1) summer program may be formulated and
adopted by the DND, CHED and TESDA.
o All higher and technical and vocational institutions, public and private, must offer at least
one of the program components: Provided that the state universities and colleges shall
offer the ROTC component and at least one other component as education institutions
may offer ROTC if they have at least three hundred and fifty (350) cadets’ students.
 o Clustering – refers to the grouping of students enrolled in different schools and taking up
the same NSTP component into one (1) group under the management and supervision of
a designated school.
o Cross enrollment – refers to a system of enrollment where a student who is officially
enrolled in an academic program of a school is allowed to enroll in the NSTP component
of another school.
o Clustering of affected students from different educational institutions may be done,
taking into accounts logistics, branch of service and geographical consideration. Schools
that do not meet the required number of students shall allow their students to cross enroll
to other schools irrespective of whether or not the NSTP components in said schools are
being administered by the same or other branch of service of the AFP, CHED and
TESDA to which schools are identified.
PHILIPPINE MILITARY HISTORY
History- is any integrated narrative description, or analysis of past events or facts written in a
spirit of critical inquiry for the whole truth
Military history- is officially defined as an objective record of all activities of the Armed Forces
in peace and war.
Ten Threads of Continuity in the Military History
1. Military Theory and Doctrines
Military Theory-is the body of ideas that concern war, especially the organization and
training for and the conduct of war.
Doctrine: Generally accepted body of practices that govern Organization, Training
and Fighting.
2. Military Professionalism- attitude or state of mind
3. Generalship- the skill or practice of exercising military command.
4. Strategy- preparation for and the waging (to engage) of war
5. Tactics- the preparation and actual conduct of combat on the battlefield.
6. Logistics and Administration- Supply, transportation, Evaluation and
Hospitalization, Service and Personnel Management.
7. Technology- the application of science to war
8. Political Factors-actions of governments that affect warfare.
9. Social Factors- human relationships that affect warfare
10. Economic Factors- elements that affect welfare, such as Production, Distribution,
and Consumption of the resources of the state.
MILESTONE OF PHILIPPINE MILITARY HISTORY
PRE COLONIAL TIMES 1521 (MAGELLAN)
 Pre-Colonial Citizen Soldiers- disorganized armed groups Alliance to personal
leaders Kris, Bolo, Kampilan, Artillery – lantaka
 Search of Spice Islands Covert to Christianity Power struggle between Datu Sula
& Lapulapu
 Battle of Mactan- April 27, 1521
 Lapulapu-1,500 native warriors
 Magellan- at least 14 killed, including Magellan (Spaniards) and at least 150
native warriors
 Lapulapu- several killed and wounded

LEGAZPI, URDANETA 1565 (SPANISH CONQUEST)

 The Miguel Lopez de Legazpi (Spanish explorer) and Andres De Undaneta (Spanish
friars) expedication to the Philippines. Displayed diplomatic and tactical skills
 An informal military aspect also emerged. Intermittent uprising against Spain.
Famous of them Francisco Dagohoy, was a Boholano who holds the distinction of
 having initiated the longest revolt in Philippine history, the Francisco Dagohoy
Rebellion. This rebellion against the Spanish colonial government took place on the
island of Bohol from 1744 to 1828, roughly 85 years
 Spaniards realized that they need the help of the Native Filipinos to keep themselves
in power. Subsequently, they recruited large number of Filipinos either as auxiliary,
infantry, or support forces.
FILIPINOS IN SPANISH MILITARY SERVICE 1872 GOMBURZA
 February 17, 1872, the three martyred Priests, Father Mariano Gomez, Jose Apolonio
Burgos, and Jacinto Zamora, better known as GUMBURZA, were executed by garrote by
the Spaniards in Bagumbayan in connection with the 1872 Cavite Mutiny.
INDEPENDENCE 1898
 The feelings of the Filipinos exploded in the Philippine Revolution in 1896. The Filipino
Army of this revolution was drawn of the secret society founded by Andres Bonifacio,
Kataas-taasang Kagalanggalangan Katipunan ng mga Anak ng bayan( KKK).
 Tejeros Convention of 1897, the revolutionary government was organized. On March 22,
1897- General Artemio Ricante became the first Captain General of the Revolutionary
Philippine Army. The Philippine Declaration of Independence was proclaimed on June
12, 1898 in Cavite II el Viejo (Present-day Kawit, Cavite) Philippines.
AMERICAN ERA 1942 WORLD WAR II
 Tydings Mcduffe Law in 1934, Commonwealth of the Philippines was inaugumented
in 1935. The first law passed by this government was COMMONWEALTH ACT
NO. 1 of 1935. This acts provides for the establishment of the National Defense
Forces.
 The Philippine Army of the commonwealth was reactivated on Jan 11, 1936 for to
Exec Order Nr 11 with Philippine Constabulary elements as its nucleus
 On July 26,1941 US President Franklin D. Roosevelt called into the services of the
US army the 2 regular and 10 reserve Divitions of the PA to become part of the US
Army Forces in the Far East (USAFFE).
 World War II came to the Philippines on Dec 8, 1941 when the Japanese Commander
Lt Gen Masaharu Homma failed to appreciate the combined American- Filipino army
withdrawal to Bataan and forced to fight the Battle of Bataan from Jan 9 to April 9,
1942.
 Initially suffering a series of defeats on the peninsula from January to February, the
Japanese regrouped and rebuilt their forces. April 2, Japanese launched their final
assault on the Fil-Am forces and forced American commander Maj Gen Edward King
to surrender on April 9, 1942. A follow-up aerial and artillery bombardment of
Corregidor Island culminated in an amphibious landing forced American Commander
Lt Gen Jonathan Wainwright to surrender Corregidor garrison on May 6, 1942.
INDEPENDENCE 1946 JAPANESE OCCUPATION
 About 70,000 Filipinos and 15,000 American troops were taken prisoner in Bataan
and made to undergo the now-infamous death March while another 16,000 Americans
and 2, 000 Filipinos were captured in Corregidor. In surrendering the Corregidor
garrison, wainwright also directed of the Fil-Am in the Visayas and Mindanao
 On July 4, 1946, the United States of America recognized the Independence of the
Philippines. But the Philippines only celebrated July 4 as its independence day until
1962. Pres Diosdado Macapagal changed the country’s official Independence Day to
June 12.
 First President- Third Republic Manuel Roxas. Reorganized the Armed Forces by
issuing Executive Order Nr 92 dated October 4, 1947. The Army was renamed the
Armed Forces of the Philippines and its Headquarters called the National Defense
Forces. On December 30, 1950, President Quirino issued Executive Order No. 359
which provided for the creation of the (4) Major Services in the AFP, namely:
Philippine army, Philippine Navy and Philippine Airforce.
THIRD REPUBLIC 1972 MARTIAL LAW
 July 1 1957, HPA was organized with Brig Gen Leoncio Tan as Commanding
General. Late 1960’s, the Army was utilized both as a National Defence Force
and as nation-builder. Subsequently the Army Corps of engineers with the 51 st
engineer brigade as nucleus was organized.

EDSA 1986 MARCOS YEARS

 September 21, 1972, President Marcos proclaimed Martial Law. He dissolved congress,
imprisoned his political opponents and concentrated all power in his hands using the
police and the military.
 Senator Benigno Aquino was assassinated on the tarmac of the Manila Philippine Airport
on August 21, 1983 when he came home from voluntary exile to the US seemingly to
seek a meeting with Marcos to draft a national reconciliation program. The damage to the
image of the military during this period took a long time to heal and even now, the AFP
is still haunted by human rights issues.
 EDSA People power Revolution- Military support for Marcos eroded swiftly and he
accepted the US offer to fly him out of Malacanang Palace. He was eventually forced into
excite in Hawaii where he died in 1989. It was one of the most Bloodness revolutions in
history.

THE GENERAL HEADQUARTERS (GHQ)

 Provided direction and control to the Armed Forces of the Philippines
 Formulate the plans and programs for the guidance of the three Major Service and other
units of the AFP
 Provided AFP-wide support to include admin, intelligence, training, logistic, technical
and special services.
 Vice-Chief of Staff- Assists the CSAFP and performs duties in the absence of CSAFP
 Deputy Chief of Staff- is designated by CSAFP. He exercises general supervision over
the general, special, administrative and technical staff services.
 Secretary of Joint Staff- assists in professional, technical and other functional areas
included in, but narrower than the broad fields of interest of the Joint Staff officers and
largely relating to technical, administrative and branch matter.

THE AFP JOINT STAFF

 DCS for Personnel, J1 – assist the CSAFP in the attainment of AFP personnel
objectives.
 DCS for Intelligence, J2 – responsible for formulation of intelligence policies, plans,
and programs, and exercises control over all military intelligence units/offices in the
AFP
 DCS for operation, J3 – responsible for planning, coordinating and supervising all
operations of the AFP
 DCS for Logistics, J4 – advises the CSAFP on matters pertaining to logistical needs
of the AFP units.
 DCS for Plans, J5 – in charge with the preparation of long range policies and plans
of the AFP
 DCS for Communication Electronics and Information System, J6 – assists the
CSAFP in the formation of plans and supervision of communication-electronics
activities of the AFP
  DCS for Civil Military Operations, J7
 DCS for Retirees and Reserve Force Development, J9- plans and formulates
policies pertaining to the development of all Reservists and the Retirees affair of the
AFP

ADMINISTRATIVE STAFF
 The Adjutant General (TAG) – maintains and manages official records of the
AFP
 The Provost Marshall General (TPMG) - advises the CSAFP on promulgation/
enforcement of laws, orders and regulations for the maintenance of order and
discipline.
 Chief Special Services (CSS) – plans and supervises programs to develop and
maintain the physical and mental well-being of the personnel and provide
entertainment sport and recreational activities for the AFP.
 Chief Historical Activities – plans, coordinates, supervises and executes the
historical programs of the AFP.
 Chief Chaplain Services (CCHS) - advises the CSAFP on religious moral
character guidance in the AFP.
 Chief, AFP Management Information Center (CAFPMIC) – provides
management information necessary in the formulation of policies and in decision
making, particularly for strategic planning, operations and management control
areas.
 The Judge Advocate General (TJAG) serves as the Chief Law Officer of the
AFP and the Chief legal adviser of the Secretary of National Defense on military
matters, he supervises the system of military justice throughout the AFP.
THE TECHNICAL STAFF
 The Surgeon General (TSG) – plans, coordinates and supervises all activities of the
Medical Service for the CSAFP to achieve maximum result for efficient service.
 The Chief Communication Electronics and Information System (TCCEIS) – assists
the CSAFP in the information of policies, preparation of plans and supervision of
communication-electronics activities of the AFP
 The Chief Dental Services (TCDS) - plans, coordinates and supervises the activities of
the AFP Dental Services for the CSAFP
 The Chief Nurse, AFP (CNAFP) – assists the CSAFP in the formulation of policies and
in planning, coordinating and supervising all matters pertaining to the nurses Corps, AFP
and Nursing Service.
 The Quarter Master Graves Registration Company (QMSGRC) – provides services
for the proper disposition of deceased AFP personnel and the operation and maintenance
of AFP cemeteries.
 The Chief of Engineers (TCE) – supervises all construction required for national
defense including land and seacoast.
AFP WIDE SERVICE SUPPORT UNITS (AFPWSSUs)
 Intelligence Service AFP (ISAFP)
 AFP Medical Center (AFPMC)
 Philippine Military Academy (PMA)
 AFP Joint Command and Staff College (AFPJCSC) Communication Electronics and
Information System Service AFP (CEISSAFP)
 AFP Centralized Construction Center (AFPCCC)
 AFP Research and Development Center (AFPRDC)
  AFP Finance Center (AFPFC)
 AFP Dental Service (AFPDS)
 AFP Commissary and Exchange Service (AFPCES)
 AFP Mapping Center (AFPMC)
 Civil Relations Service, AFP (CRSAFP)
 AFP Reserve Command (AFPRESCOM)
 Presidential Security Group (PSG)
 Office of Ethical Standard and Public Accountability (OESPA)

AFP UNIFIED COMMAND

 Northern Luzon Command (NOLCOM)
 Southern Luzon Command (SOLCOM)
 Western Command (WESCOM)
 Central Command (CENCOM)
 Southern Command (SOUTHCOM)
 NCR Command (NCRCOM)
THE MAJOR SERVICES
A. PHILIPPINE ARMY (PA) – in charge with the development of the regular and reserve
ground forces of the AFP
MISSION
 To organize, train, and equip army forces for the conduct of prompt and sustain
land combat operations.
 To develop tactics, doctrines, procedures, techniques and equipment’s needed by
the Army for field operation.
 To train, organize and equip army reserve units and make them mobilizable in
lesser span of time
 To perform such other function as higher authorities may direct

B. PHILIPPINE AIR FORCE (PAF) – in charge with the development of the air elements
of the AFP
MISSION
 To organize, train and equip air forces for the conduct of prompt and sustain operations in
the air
 To organize, train and equip air forces for close support of ground forces
 To develop doctrines, procedures, tactics, techniques and equipment for join operation
peculiar to the air force
 To furnish serial photographic for cartographic purposed.
 To perform such other function as higher authority may direct

C. PHILIPPINE NAVY (PN) – in charge with the development of naval elements of the
AFP
MISSION
 To organize, train and equip, maintain and operate naval forces and naval aircrafts
including naval reserve, and assistance required by the other components of the AFP in
accomplishment of their mission.
 To develop doctrines, procedures, and naval equipment of joint operation and the
doctrine and procedures for amphibious operation.
 To be responsible for the naval phrases of the reconnaissance, anti-submarine warfare
and the protection of shipping.
  To perform such other duties as higher authorities may direct.
AFP COMPONENTS
 REGULAR COMPONENT- consists of all standing forces as directed by the president
 RESRVE COMPONENT – consists of members of the reserve units in the major services
of the AFP and the AFP wide-support and separate units and affiliated reserve units as
the President may authorize. The organization of Reserve Land, Sea and Air units shall in
so far as practicable, be that of the present TOE or TD of units in the regular forces of the
major services.

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.
TYPES OF LEADERSHIP
1. 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.
2. Laissez faire leader – defines as the achievement of a goal through a group’s effort with
the leadership role shifting in response 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 yourself, 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 your 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 training), 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.
G. 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 satisfaction 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 street – 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. Empathy 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-improvement – shown by reading, studying, seeking challenging assignments,
& working to strengthen beliefs, 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, regardless of seemingly insurmountable
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 appropriate to
delegate; others are not. The key is to release your subordinate’s problem-solving potential
while you determine what problems they should solve & help them learn to solve them.

MILITARY JUSTICE
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
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.
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 (articles of war 54 - 97)
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 and
 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
 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

F. 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 commissions 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 OMISSIONS 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