Maximizing Power and Influence in Organizations

1. Chapter 13 Organizational, Political, and Personal Power

2. Sources of Power

3. Power • The authority and ability to get things accomplished • The capacity or potential to get others to do something one wants them to do that they would not ordinarily do otherwise • The potential of an individual or group to influence the behavior of others • Gives one the potential to change the attitudes and behaviors of individual people and groups

4. Although the adage that power corrupts might be true for some, it may be more correct to say that powerlessness, not power, corrupts Although power is a universally available resource that does not have a finite quality, it can be lost as well as gained Powerlessness

5. Authority–Power Gap • The right to command does not ensure that employees will follow orders • The more power subordinates perceive a manager to have, the smaller the gap between the right to expect certain things and the resulting fulfillment of those expectations by others • The negative effect of a wide authority–power gap is that organizational chaos may develop

6. Question If a manager asks personal questions of employees, how does this affect the authority–power gap? • Widens it • Narrows it

7. Answer Answer: Rationale:

8. Organizational Authority–Power Response

9. Bridging the Authority–Power Gap • Overt displays of authority should be used as a last resort • The leader should make a genuine effort to know and care about each subordinate as a unique individual • The manager needs to provide enough information about organizational and unit goals to subordinates so that they understand how their efforts and those of their manager are contributing to goal attainment

10. Empowerment • Empowerment occurs when: • Leaders communicate their vision • Employees are given the opportunity to make the most of their talents • Learning, creativity, and exploration are encouraged • Empowerment plants seeds of leadership, collegiality, self-respect, and professionalism.

11. Mobilizing the Power of Nursing Six Driving Forces to Increase Nursing’s Power Base • 1. The timing is right • 2. The size of the nursing profession • 3. Nursing’s referent power • 4. Increasing knowledge base and education for nurses • 5. Nursing’s unique perspective • 6. Desire of consumers and providers for change Source: Huston, C. (2014). The nursing profession’s historic struggle to increase its power base. In C. Huston (Ed.), Professional issues in nursing (3rd ed.). Philadelphia, PA: Lippincott Williams & Wilkins. Used with permission.

12. Action Plan for Increasing the Power of the Nursing Profession • 1. Place more nurses in positions that influence public policy • 2. Stop nurses from acting like victims • 3. Increase the level of nurses’ understanding regarding all health-care policy efforts • 4. Build coalitions within and outside of nursing • 5. Promote greater research to strengthen evidence-based practice • 6. Support nursing leaders

13. Action Plan for Increasing the Power of the Nursing Profession—(cont.) 7. Pay attention to mentoring future nurse-leaders and leadership succession Source: Huston, C. (2014). The nursing profession’s historic struggle to increase its power base. In C. Huston (Ed.), Professional issues in nursing (3rd ed.). Philadelphia, PA: Lippincott Williams & Wilkins. Used with permission.

14. Reminder • Changing nurse’s view of both power and politics is perhaps the most significant key to proactive rather than reactive participation in policy setting

15. Question Tell whether the following statement is true or false: A nurse who lobbies for changes in evidence-based nursing practice is using a reactive approach to policy setting. • True • False

16. Answer Answer: Rationale:

17. Building a Personal Power Base • Maintain personal energy • Present a powerful picture to others • Pay the entry fee • Determine the powerful in the organization • Learn the language and symbols of the organization • Learn how to use the organization’s priorities • Increase professional skills and knowledge

18. Building a Personal Power Base—(cont.) • Maintain a broad vision • Be flexible • Develop visibility and voice in the organization • Learn to toot your own horn • Maintain a sense of humor • Empower others

19. Keeping Power Requires Four Things • Maintaining a small authority–power gap • Empowering subordinates whenever possible • Using authority in such a manner that subordinates view what happens in the organization as necessary • Using political strategies to maintain power and authority when necessary

20. Question Which of the following is not a rule for keeping power? • Form alliances • Do homework • Practice benign neglect • Be competitive

21. Answer Answer: Rationale:

22. Reminder • Although power is a universally available resource, it does not have a finite quality and can be lost as well as gain

23. Negating the Effects of Organizational Politics • Be an expert handler of information and communication • Be a proactive decision maker • Expand personal resources • Develop political alliances and coalitions • Be sensitive to timing • Promote subordinate identification • View personal and unit goals in terms of the organization • Leave your ego home in a jar

24. Female-dominated professions often exemplify the queen bee syndrome. The queen bee is a woman who has struggled to become successful, but once successful, she refuses to help other women reach the same success Queen Bee Syndrome

25. Question Tell whether the following statement is True or False: Empowering subordinates often undermines one’s own power. • True • False

26. Answer Answer: Rationale: