Abstract
This case study endeavors to answer how platoon leaders deal with motivation in the mobilization conscription, and what the concomitant implications are for the platoon leader´s function. In addition to this, the case study magnifies the significant differences between the mobilization conscription, the regular Danish conscription, and the Danish “reaction force” program. To examine the research question, the case study has structured the analysis into three sections: analysis of the project´s conducted survey, analysis of the company framework for the platoon leaders, as well as an analysis of interviews with the platoon leaders. Furthermore, to address the implications for the platoon leader, the case study uses McGregor´s “Theory X and Theory Y”, Herzberg´s two-factor theory, and lastly Ryan and Deci´s self-determination theory. The major findings in the case study are that the case presents 7 motivational factors, 6 hygiene factors, and 3 newly identified factors. The company framework concludes that the platoon leaders are responsible, for the development and motivation of the platoons. The data shows that conscripts within the company are highly motivated hitherto. Thus, the platoon leader must forge an environment that succours the conscripts obtain autonomy, competence, and relatedness to maintain their motivation. This can be done through various means as there is not a normative way to deal with motivation. The development of the mobilization conscription underscores a new possibility for the Danish army to address the Danish challenge of retaining soldiers.