Chapter 13 Understanding Organizational, Political and Personal Power

Power Is a positive concept, and several types of power are prerequisite for human development and selfexpression. -Sue Thomas Hegyvary Having Power gives one the potential to change the attitudes and behaviors of individual people and groups. Is derived from the Latin verb potere (to be able); thus, power may be appropriately defined as that which enables one to accomplish goals. Can be also defined as the capacity to act or the strength and potency to accomplish something. Authority Or the right to command, accompanies any management position and is a source of legitimate power, although components of management, authority and power are also necessary, to a degree, for successful leadership.

3. Uses a powerful persona to increase respect and decrease fear in subordinates 4. Recognizes when it is appropriate to have Authority Questioned or to Question Authority 5. Personally comfortable with power in the Political Arena 6. Empowers other Nurses 7. Assists staff in Using Appropriate Political strategies 7 Management Functions 1. Uses Authority to ensure that organizational goals are met 2. Uses Political Strategies that are complementary to the unit of organizations functioning. 3. Builds a power base adequate for the assigned management role 4. Maintains a small authority-power gap 5. Knowledgeable about the essence and appropriate use of power 6. Maintains Personal Credibility with subordinates 7. Serves as a Role Model of the empowered nurse

UNDERSTANDING POWER
Gender and Power Glass ceiling Todays, gender differences regarding power are fading, and corporate world is beginning to look at new ways for leaders to obtain and handle power View of men and women as being powerful has gradually changed over the years, it is reasonable to maintain that men are stereotypically viewed as the more powerful in health care organizations Politics is the art of using legitimate power wisely. In determining whether power is good and bad, it may be

Leadership Roles and Management Functions Associated With Understanding Organizational Political, and Personal Power 7 Leadership Roles 1. Creates a climate that promotes followership in response to authority 2. Recognizes the Dual Pyramid Power that exists between the organization and its employees.

helpful to look at is opposite Powerlessness Power is likely to bring more power in ascending cycle, whereas powerlessness will only generate more powerlessness Power has a positive and a negative face: Positive face -occurs when someone exerts influence on behalf of rather than over someone or something. Negative face -I win, you lose aspect of dominance versus submission Types of Power 1. Reward power- is obtained by the ability to grant favors or reward others on whatever they value. 2. Punishment power (coercive power)opposite of reward power, based on fear of punishment if the managers expectations are not met. 3. Legitimate Power- is a position power. - Authority is also called legitimate power. - power gained by a title or official position within an organization. 4. Expert power- gained through knowledge, expertise, or experience. - limited to a specialized area. 5. Referent power- power that a person has because others identify with that leader or with what that leader symbolizes. - also occurs when one gives another person feelings of personal acceptance or approval. 6. Charismatic power- personal type of power 7. Informational power- people have information - feminist-power or self-power Sources of Power Type Referent Legitimate Coercive Reward Expert Charismatic Informational Source Association with others Position Fear Ability to grant favors Knowledge and skill Personal

Self

The need for information Maturity, ego strength

AUTHORITYPOWER GAP
If authority is the right to command, then logical question is Why do workers sometimes not follow orders? The gap that sometimes exists between a position of authority and subordinate response is called the authority power-gap. Manager power - may explain subordinates response to the managers authority . Negative effect of a wide authority-power gap is that organizational chaos may develop. Interdependency of response to authority Bridging the Authority-Power Gap Visual displays of authority should be used as a last resort Manager will have bridged the Authority-power gap if followers: Perceive that the manager is doing a good job Believe that the organization has their best interests in mind. Do not feel controlled by authority. Empowerment The empowerment of the staff is a hallmark of transformational leadership. Can be defined as decentralization of power

 Occurs when leaders communicate their vision, employees are given the oppurtunity to make the most of their talents, learning, creativity, and exploration are encouraged Is not an easy one-step process but a complex process that consists of responsibility for the individual desiring empowerment as well as the organization and its leadership. Additionally, the nurse must work in environmental that encourages empowerment, and the empowerment process must include an effective leadership style Empowering Subordinates The leader-manager must be someone who nurtures the development of an empowered staff Leaders empower subordinates when they delegate assignments to provide learning oppurtunities and allow employees to share in the satisfaction derived from achievement. Empowerment creates and sustains a work environment that speaks to values, such as fascilitating the employees choice to invest in and own personal actions and behaviors that result in positive contributions to the organizations mission. Not having a commitment to empowerment is only one of many barriers to creating an environment for empowerment in an organization. Barriers would include a rigid organizational belief about authority and status. Minimized/Eliminated organizational barrier strategies

MOBILIZING THE POWER OF NURSING

Easiest strategy is to be a role model of an empowered nurse. Another strategy would be to assist staff in building their own personal power base.

Until the nursing profession has a seat at the health care policy-making table, individual nurses and leadermanagers will be limited in how much personal power they will hold. (Grindel 2006) 5 Driving Forces to increase Nursings power base 1. Right Timing 2. Size of the Nursing Profession 3. Increasing knowledge base and Education for Nurses 4. Nursings unique perspective 5. Desire of consumers and providers for change Action Plan for Increasing the Power of Nursing Profession 1. Place more nurses in positions that influence public policy 2. Stop acting like a victims 3. Become better informed about all health care policy efforts 4. Build coalitions inside and outside of nursing 5. Conduct more research to strengthen evidence-based practice 6. Support nursing leaders 7. Mentor future nurse-leaders and plan for leadership sucession

Prepared by: Phelenaphie M. Panlilio IV-Orem