What power do I have as an E3 to fix this E2?

First thing is first, e1-e3 practically are the same thing so if your assuming smoking the soldier or even trying anything with in that nature then your wrong.

Secondly, it's a junior enlisted as a specialist or sgts, job to correct this matter I know it's annoying and it is disrespectful. But the truth be told not much you can do besides take it up the chain if he isn't listening to you then have others means of disciplinary actions taken. talk to his ncoic or his nco and have them handle it. Just avid getting your self in a situation over something that's out of your hands.

The answer to this depends on the culture of your unit. I've been assigned to infantry units that had a very strict interpretation of the rank structure and would routinely see PVTs and PV2s standing at parade rest for PFCs, and even saw on occasion PFCs smoking their lower ranking peers.

The fact that you have asked this question at all, whether you have any real authority to fix this soldier, implies to me that you do not come from a unit with this type of culture. This is one of those things where if you did have the power you would know it and be exercising that power.

Anyone can write a counseling statement, but what this problem soldiers NCO does with that 4857 is up to them. They can add it to the soldiers packet as is, ignore it, or redo the counseling themselves. Unless explicitly given to you by an NCO you do not have the authority to administer any kind of corrective training.

I can only recommend two things for you to do. First, go to the soldier in question and tell them in polite but firm terms that they are jacked up and need to fix themselves. From what you've said you've done this. If this fails to fix the problem then request a private one on one conversation with your first line supervisor and explain the situation. What that NCO does from there is ultimately their call, but you've done what you could and should take pride in your actions.

PFC (Join to see) that is a tough one. I know what I would have done and did do when I was PV2 in Basic Training and I had a squad leader causing the platoon trouble with the DIs, but that was a different time. I definitely don't want to give you direction and advice that would get you into trouble. Here's my take on it. You have done everything you can do - you have talked to him and you have given him good advice. At this point you need to keep your hat on straight and continue to perform at the level you want to perform at and not let this "dirt bag" bring you down. In due time the right NCO or Section Sergeant will take this young man under their wing and fix his stuff. Hey, I was enlisted once, so I know a little something, but not as much as these great CSMs, SGMs, 1SGs, MSG, SFCs, SSGs, and SGTs out there in RP land. They probably have some better ideas. NCOs jump in and help this PFC! This is NCO business!

This certainly made for an interesting read for an interesting situation. As for what authority you have over him, that all depends on what authority you were given over him. Were you placed as his immediate supervisor, or just had him handed to you to keep him occupied? If, you were placed as his immediate supervisor, then your authority is as this: You have tried talking with him, showing him, advising him....now it is time to start counseling him. Put it all in writing. Of course, find an NCO and ask for assistance on how to write a proper event oriented counseling form. There are also many examples you can find online. As his supervisor, as long as you continually counsel him on his performance, good and bad (although it would appear that it will be more bad), there is always that chance he may see the light when it is all put in writing. Especially when you put in those counseling sessions that his continued poor conduct and behavior can and will lead to negative actions (flagging and even possible removal from service). If he continues this poor behavior (and you have it all in writing), take those counseling forms to YOUR next immediate supervisor and explain the situation and show them the forms to show what you have done to try and correct the errors of his ways. If, by some chance, there is a no joy with your immediate NCO, then you have the ability to go to the next NCO in your chain (as long as you inform your immediate of such actions). In the long run (and it may take some time), two courses of action will happen....either the kid gets his head out of his fourth point of contact or he is booted from service. As for making him push, that is not always the answer. Find other corrective actions for him to perform. One of my favorites is essays. Having him do this (again, only if you are designated as his immediate supervisor), can possibly make him see the light by his own hand and enlighten you as to why he does the things he does, which could help you better guide him. I would also recommend that you do heed your friends advice and get on his level and find out why he is acting the way he does. It could very well be due to his MOS being phased out. And, this is something you can possibly work with in regards to helping him find another MOS that he is interested in and qualified to do. Regardless, put it all in writing. Now, if you are not the designated immediate supervisor, then your authority is extremely limited. If he is acting the fool and not doing any work, then document it all (and maybe get some pics/videos of him not pulling his weight), and then take that to your squad leader. Being told of another Soldiers inactions is one thing, being SHOWN the inactions definitely brings things to better light. Again, it all comes down to getting things in writing. I wish you the best of luck in this endeavor of yours.

The "power" you have depends on your level of assigned authority. If you have been assigned authority over this PV2 then you most certainly can write him a counseling statement. If your NCO's trust you with a position of leadership by placing you in charge then you are in charge. Most times, however, there are levels of authority that have been delegated. What I would suggest is that you ask your supervisor to give you a counseling, in writing, that explains your authority in detail. This will help you know your boundaries and will give you a great azimuth to navigate these tricky leadership waters.

PFC (Join to see) ... only peer leadership... Unless you are in a position that grants you positional power (like team leader), you have none...

Be an outstanding peer and pull him aside. Give him some advice on military bearing. If that doesn't work, hopefully his first line leader will involve himself in the situation.

Observe, brief, document and report. You've already tried to keep things at the lowest level, but it's obvious he has no respect for the uniform, the job or his peers. Talk with your supervisor and let him know what's going on. He may give you some advice and instructions to carry out or he could step in and handle the situation personally. Take these lessons to heart. They'll prepare you for when you become a supervisor.

How about you read the regulations and find out!

PFC,
First, you two are peers. Take him aside peer to peer and explain to him that you've noticed some decisions he's made that are not in line with how a soldier is supposed to operate. You're going to have to find a way to effectively communicate with this guy. Ten or so years ago you could have just engaged him with your fist for a little while and beaten the message into him. But that is not how the Army operates anymore, and in most units this action will result in you being subjected to UCMJ. So a physical conflict with this guy isn't in your interest. Or maybe it is if you think it is worth it. If he gives you a hard time, you privately bring the issues to your team lead, NCOIC, or OIC. Document the things you see that this soldier does or fails to do, and if it is consistent, provide that documentation to your leadership. They are the ones with the (power) authority and responsibility to correct this soldier's malfunction. In the interim, you take of yourself, perform at a higher standard, and try and remain a positive influence on the team. Be a leader, know your job, do the right thing, and kickass to advance your team and yourself.
-MSG Reeve