PMA Vision: By 2028, the PMA shall have reached the international standards for military

academies in producing principled and competent military officers

HEADQUARTERS

ACADEMIC GROUP, PHILIPPINE MILITARY ACADEMY

Department of Management

Fort General Gregorio H del Pilar, Baguio City

Leadership model inspired by ancient leader; Sun Tzu

A CAPSTONE

by

CDT 2CL NURHADZ I ABBAS C-26001

CDT 2CL RAFFHY A ARIP C-25030

January 2026
 PMA Vision: By 2028, the PMA shall have reached the international standards for military
academies in producing principled and competent military officers

I. Purpose and Context

This leadership model is designed specifically for the Cadet Corps Armed Forces
of the Philippines (CCAFP), where leadership is exercised among peers and often
without absolute authority. Sun Tzu’s leadership philosophy is best suited for this
environment because it emphasizes moral influence, discipline, clarity, and adaptability
rather than rank, force, or technology. These principles align closely with PMA’s goal of
developing leaders of character who can act decisively under pressure.

II. Foundational Principles

Sun Tzu’s leadership philosophy emphasizes the integration of character, sound

judgment, and disciplined execution. (Dimovski, Marič, Uhan, & Ferjan, 2012). Within
the Cadet Corps Armed Forces of the Philippines (CCAFP), these principles are
essential to the development of effective cadet leaders who must exercise authority
responsibly within a structured military environment.

●​ Moral credibility is a prerequisite for legitimate leadership. Cadet leaders are

expected to uphold the highest standards of integrity, fairness, and accountability.
Trust and obedience are established through consistent adherence to these
standards, reinforcing the authority of the leader and sustaining unit cohesion.

●​ Order and clarity are command responsibilities. Confusion, inefficiency, and

breakdowns in execution are primarily attributable to deficiencies in leadership
rather than subordinate performance. Cadet leaders must ensure that intent,
instructions, and standards are clearly communicated, understood, and enforced.
Effective leadership minimizes friction and enables disciplined execution.

●​ Discipline and preparation are force multipliers under conditions of uncertainty.

Given the inherent unpredictability of military operations and training
environments, cadets are trained to rely on established procedures, continuous
preparation, and strict discipline. These measures ensure operational
effectiveness despite limited information, time constraints, or stress (Yu, 2024).
 PMA Vision: By 2028, the PMA shall have reached the international standards for military
academies in producing principled and competent military officers

Collectively, these principles establish the doctrinal foundation of the CCAFP leadership
model. They reinforce leadership as a function of moral authority, clarity of command,
and disciplined action, core competencies required of future officers of the Armed
Forces of the Philippines.

III. The Sun Tzu–Based CCAFP Leadership Model

The MSD Leadership Cycle is cyclical and adaptive, recognizing that leadership is a
continuous process of action, assessment, and improvement. Each phase reinforces
the others, ensuring that leadership remains effective, ethical, and responsive to
changing conditions (Dimovski et al., 2012).

Moral Authority

Moral Authority is the foundation of the leadership cycle. Leadership within the CCAFP
begins with character, as cadet leaders are expected to embody integrity, fairness, and
self-discipline at all times. Authority is legitimized through personal example and
consistent adherence to standards rather than positional power. Cadet leaders who
demonstrate moral authority establish trust, reinforce discipline, and maintain credibility
within the unit, enabling effective command and influence.

Strategic Clarity

Strategic Clarity refers to the leader’s responsibility to understand the mission,

commander’s intent, and operational environment, and to translate these into clear,
achievable direction. Cadet leaders must communicate intent, tasks, and standards in a
manner that is concise and unambiguous. Clear direction reduces uncertainty, aligns
individual effort with collective objectives, and enables subordinates to act decisively
even when direct supervision is limited.

Disciplined Action

Disciplined Action is the execution phase of leadership. Cadet leaders are required to
act decisively, enforce standards consistently, and maintain composure under stress.
Discipline ensures that actions remain aligned with intent despite fatigue, pressure, or
incomplete information. Through disciplined execution, leaders sustain order, tempo,
and effectiveness within the unit.

Following execution, leaders conduct assessment and reflection to evaluate outcomes,

identify deficiencies, and implement corrective measures. Accountability and learning
reinforce moral authority, completing the cycle and strengthening the leader’s
 PMA Vision: By 2028, the PMA shall have reached the international standards for military
academies in producing principled and competent military officers

effectiveness in subsequent situations. This process ensures continuous leadership

development and institutional learning within the CCAFP.

IV. Application and Execution

The MSD Leadership Cycle is applied by cadet leaders at all levels of the PMA cadet
chain of command, including organization level to squad.

Command and supervisory roles, cadet leaders exercise Moral Authority by setting the
example in conduct, discipline, and adherence to PMA standards. Authority is reinforced
through fairness, accountability, and consistent enforcement of regulations.

In formation, drill, and daily supervision, leaders apply Strategic Clarity by issuing clear
commands, communicating intent, and ensuring understanding of tasks and standards.
Clarity of direction minimizes confusion and ensures orderly execution of activities.

Training execution and discipline enforcement, cadet leaders demonstrate Disciplined

Action by acting decisively, maintaining composure, and enforcing standards
consistently despite fatigue, time pressure, or incomplete guidance.

When faced with uncertainty or rapidly changing conditions, cadet leaders act in
accordance with commander’s intent and institutional values, adapting actions while
preserving discipline, order, and unit cohesion.

This application ensures uniform leadership practice across the Corps and reinforces
the development of competent, ethical, and disciplined future officers of the Armed
Forces of the Philippines.

V. Ethical and Professional Dimensions​

• How does your model ensure compliance with the PMA Honor Code and military
ethics?
​ Our leadership model makes cadet leaders put moral authority first before
all else. That means we must show honesty, fairness, and integrity in everything
we do. We follow a strict Honor Code which is “We the cadets do not lie, cheat,
steal, nor tolerate among us those who do.”
 PMA Vision: By 2028, the PMA shall have reached the international standards for military
academies in producing principled and competent military officers

Because moral authority is the basis of our model, cadet leaders are
expected to act in a way that fits this Honor Code. If they fail to follow it, they
lose credibility and trust, making them ineffective leaders. This creates a culture
where ethical behavior is not optional but central to how leaders act and lead in
CCAFP.

Also, ethical principles from military leadership show that leaders who
uphold values like honesty, respect, and accountability help build trust and
correct conduct in their units.

• How does it address ethical dilemmas, conflicting orders, or moral stress in decision
making?​

​​ The model teaches leaders ( us cadets) to think clearly about values first
(moral authority), then to give clear directions (strategic clarity) before action
(disciplined action). When facing ethical problems or conflicting orders, cadet
leaders should.

This approach helps us as leaders to think through ethical dilemmas and

handle moral stress by always connecting our decisions back to our character
and the PMA Honor Code.

When there’s moral conflict, we must talk with commanders, underclass or

mistah (classmates), reflect on the PMA values, and use their judgment to act in
a way that won’t harm unit cohesion or the academy’s standards
 PMA Vision: By 2028, the PMA shall have reached the international standards for military
academies in producing principled and competent military officers

VI. Create a simple diagram, illustration, or chart that would help people visualize
your model

REFERENCES:

Dimovski, V., Marič, M., Uhan, N., & Ferjan, M. (2012). Sun Tzu’s “The Art of War” and
implications for leadership: Theoretical discussion. Organizacija, 45(4), 151–158.​
This article analyzes Sun Tzu’s strategic principles from a leadership perspective and
connects them to modern organizational and strategic leadership concepts.

Sun, H.‑F., Chen, C.‑C., & Zhang, S.‑H. (2008). Strategic leadership of Sunzi in The Art
of War. In Leadership and Management in China (pp. 143–168). Cambridge University
Press.​
This book chapter explores Sun Tzu’s leadership philosophy, strategic situationalism,
and its implications for modern leadership theory and practice.

Yu, Y. (2024). Sun Tzu’s Art of War five virtues leadership and managerial wisdom
(Unpublished doctoral dissertation). Siam University.​
Doctoral research interpreting Sun Tzu’s leadership virtues (e.g., wisdom and strategic
foresight) and connecting them to contemporary leadership effectiveness.
PMA Vision: By 2028, the PMA shall have reached the international standards for military
academies in producing principled and competent military officers