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NURS513 Chapter 13
Organizational, Political, and Personal Power
| Question | Answer |
|---|---|
| Define Power | -That which enables one to accomplish goals -The capacity to act -The strength or potency to accomplish something |
| Define Authority | The right to command A source of legitimate power |
| Power vs. Authority | not same concepts, but are closely related concepts. Power refers more broadly to having the capacity to accomplish something. Authority refers more specifically to having the right to command, which may also be a form of legitimate power. |
| 7 Types of power | Reward Power Coercive Power Legitimate Power Expert Power Referent Power Charismatic Power Informational Power |
| Reward Power | obtained by the ability to grant rewards to others. |
| Coercive Power | based on fear and punishment. |
| Legitimate Power | power inherent in one’s position. |
| Expert Power | gained through knowledge or skill. |
| Referent Power | obtained through association with others.If it helps, you can also think of referent power as “referral” power. |
| Charismatic Power | results from a dynamic and powerful persona. |
| Informational Power | gained when someone has information that another needs. |
| Authority-Power Gap | refers to the gap between an authority position (e.g. a manager), and the subordinate’s response to authority. “The right to command does not ensure that employees will follow orders” |
| Bridging the authority-power gap | “Overt displays of authority should be used as a last resort… each person has a limited tolerance of authority” |
| 3 perceptual components to bridging the authority-power gap | -Manager is perceived as credible and doing a good job. -The manager/organization is perceived to have workers’ interests at heart. -The followers do not feel controlled by authority. |
| Credibility in Authority | Authority figures often lose influence (i.e. power) when they lose credibility. Credibility can be lost when: Promises are not kept Rewards are revoked Expectations are not met |
| Strategies for building a personal power base | it is almost impossible to achieve organizational or personal goals without an adequate power base. |
| Strategies for building a personal power base cont | Maintain personal energy Present a powerful picture to others Pay the entry fee Determine the powerful in the organization Learn the language and symbols in the organization Learn how to use the organization’s priorities |
| The hallmark of transformational leadership | The empowerment of staff. Empowerment means to enable, develop, or allow. |
| Power gained may be lost because one is.. | politically naive or fails to use appropriate political strategies. |
| Proactive vs reactive | Preparing for the future Anticipating changes in healthcare -Assume authority Recognize the need a -Assume the position -Don’t ask for permission |
| Mastering information and communications | Be an expert -Get at the truth - investigate -Delay decisions until you have it |
| Build your resources | Broadly skilled Highly educated |
| Foster political networking | Increases individual power Keep up on current happenings within healthcare Best when outside the organization Nursing organizations |
| Time your actions appropriately | Know when to act Know when to do nothing |
| Acknowledge your subordinates | Praise and reward |
Created by:
UARN85