Danish Defence Research Database


Organisationskultur og ledelsesfokus

Student thesis: Diploma Thesis

  • Daniel Degn Pedersen
Afgangsprojekt, (Diploma)
This study examines the relationship between the organisational culture and the platoon commander’s focus on leadership and motivation. It examines how much influence, which the company commander has on culture and how that affects the platoon commander’s decision-making. In the Danish Defence, there exists a leadership philosophy, which says that good leadership is characterized by a balance between four different leadership-functions. Those functions are relations, development, results and stability. The hypothesis in this study is that the company commander has so much influence on the organisational culture that the platoon commander will not be able to balance freely between the four functions, which therefore will result in that the platoon commander’s choice be the same as his superior. If that occurs, it will influence the platoon commander’s motivation in a bad way. The first part of the study examines the culture trough an acknowledged questionnaire from Quinn and Cameron, which categorises the culture by specific characteristics. The second part obtains opinions about culture and leadership-focus from four different platoon commanders, which will be categorised into four different leadership-focuses. Firstly, it becomes clear that organisational culture has a vital influence on how the platoon leaders are able to place their leadership-focus, and that the company commander influences that culture. The platoon commanders experience a strong coherency between their focus and their commander’s focus. Secondly, and probably the most interesting thing, is that the more autonomy, which the platoon commander gets to balance the leadership-focus, the more motivation will occur. To sum up; the company commander’s leadership-focus influences the organisational culture, which influences the platoon commanders focus. The platoon commander’s experience of motivation through autonomy depends on whether the company
Publication date3 Nov 2017
Number of pages74
Publishing institutionHærens Officersskole
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