Troppssjefen. Alene i møte med virkeligheten?

Abstract

This bachelor thesis explores how platoon commanders in the Military Intelligence Battalion and in Telemark Battalion develop their leadership in the first years after graduating from the Norwegian Military Academy (NMA). Through qualitative interviews with former and current platoon commanders, we recorded data about how, when, and why the officers felt responsible for their own further development. The interviews were transcribed, coded and categorized in MaxQDA using the NMA¶V concepW of officer deYelopmenW. We use this as a methodological framework to describe the practical approach to leader development done by platoon commanders. The study shows that both battalions have systems in place to develop military expertise for platoon commanders, but lack a holistic plan for development of leaders and leadership, especially in the fields of self competence and social competence. This leaves platoon commanders responsible for developing their own self and social competence by establishing a culture based on mutual trust and feedback in their platoons. Furthermore, all informants report the everyday service as the best natural developmental environment for developing all leadership skills. Despite platoon commanders having little or no dedicated time for leadership development, this study concludes that it is left up to every platoon commander to know their responsibility to keep up personal and professional development, especially after graduating from the NMA.