CH 13: Organizational, Political, and Personal Power

B

Expert power is gained through knowledge, expertise, or experience, as exemplified by a nurse with advanced education and experience in perioperative nursing. Dispensing rewards is associated with reward power; a dynamic and engaging personality is associated with charismatic power; high position on the organizational chart is associated with legitimate power.

Which of the following nurses would be considered to have expert power?

a. A nurse-manager who dispenses favors to nurses who are willing to work overtime

b. A nurse with extensive experience and specialized training in perioperative nursing

c. A nurse whose dynamic and engaging personality makes it easy to create alliances

d. A nurse who is positioned high on the hospital's organizational chart

D

Power is likely to bring more power in an ascending cycle, whereas powerlessness often generates more powerlessness. Power is not difficult to lose and is often viewed more positively by men than women. Power does not have to be manipulative and can be used for the betterment of many.

Which statement about power is correct?

a. It is a finite quality and, once gained, is very difficult to lose.

b. It is destructively manipulative but is necessary for effective management.

c. Women generally view power more positively than do men.

d. Having power generally results in the gain of additional power.

D

The empowerment of staff is a hallmark of transformational leadership. To empower means to enable, develop, or allow. The manager's statement about working together exemplifies this principle. Insisting that "I'm in charge," asking an employee to be dishonest, or tentatively asking permission from subordinates does not demonstrate empowerment or team leadership.

A nurse-manager is aiming to project a powerful image of a team leader who empowers subordinates. What statement is most appropriate to this goal?

a. "I'm in charge here, and so all requests need to come to me. Please let me know if you have any questions."

b. "I'm too tired to deal with Dr. Jones today. When he gets here, tell him I've gone to lunch."

c. "Is it okay with the rest of you if I do all the charting and you do the direct client care?"

d. "We have a great deal to accomplish today, but I am confident that we can do it by working together."

A, B, D, E

Trying to induce change when one is a new employee is not an appropriate power-building strategy; the other options are all appropriate for a new employee to engage in.

A new employee is attempting to implement appropriate power-building strategies. What actions should this employee perform? Select all that apply.

a. Maintaining a sense of humor

b. Gaining additional nursing certifications

c. Suggesting major changes to the unit's workflow

d. Learning the institution's organizational culture

e. Attending a training seminar on a new piece of unit equipment

C

When a manager loses credibility, the authority--power gap widens. The authority--power gap is not determined by the philosophy, rigidity of the organizational chart, or the degree of informal power possessed by the manager.

What determines the size of the authority--power gap between a manager and an employee?

a. The organizational philosophy

b. The degree of rigidity in the organizational chart

c. How credible the manager is perceived to be

d. How much informal power the manager possesses

A

Assuming authority to do something that is not prohibited allows the individual to accomplish goals for the organization, which will lead to greater empowerment. Proactive strategies do not include overt competition, adopting a position of victimhood, or explicitly verbalizing discontent.

A nurse-manager is implementing proactive political strategies. What activity by the nurse is most consistent with this type of strategy?

a. Assuming authority to do something if it is not expressly prohibited

b. Using competitive approaches to the decision-making process

c. Attempting to appear as a victim so future gains can be made

d. Verbalizing discontent with the politics of an organization

A

By serving as a role model of an empowered nurse, the manager encourages others to become empowered. Rule enforcement produces order but may not foster empowerment. Similarly, increased salaries would be welcomed but may not cause empowerment. Encouraging a strong unit culture may not give staff the empowerment to accomplish this task.

Which strategy should a manager adopt when attempting to empower staff?

a. Role model the characteristics of an empowered nurse.

b. Follow a rigid but consistent rule enforcement policy.

c. Arrange for all employees to get an annual cost-of-living raise.

d. Encourage staff to establish a strong unit culture.

C

: Female-dominated professions such as nursing often exemplify the queen bee syndrome. The queen bee is a woman who has struggled to become successful, but once successful, refuses to help other women reach the same success. Conscious effort to help other women succeed will prevent this phenomenon. Hiring more men will not prevent this and there is no direct benefit in increasing accountability or emphasizing formal power.

A female manager has worked hard in her career to reach a high position in the organization. What action by the manager will directly prevent her from developing the queen bee syndrome?

a. Emphasizing formal demonstrations of power rather than informal demonstrations

b. Aiming for an equal number of male and female subordinates

c. Working with other women to help them achieve similar success

d. Increasing accountability to subordinates

A

Lying to others is a serious political error. The other options represent appropriate behaviors.

What is one of the most politically serious errors one can make?

a. Dispensing untrue information

b. Promoting the advancement of subordinates

c. Withholding or refusing to divulge information

d. Delaying decision making until there is additional information

D

Some of the reluctance of women to embrace power in relationships can be explained by their socialization to the female role. Some women, in particular, may hold negative connotations of power and never learn to use power constructively. It may be necessary for the new manager to consciously confront such views. Other women may or may not be able to help the manager confront this issue. Limiting the role of men is unlikely to be beneficial or ethical.

An experienced nurse has been assigned to a management position. What task will this new manager most likely have to accomplish in order to address a common reluctance among women to hold positions of power?

a. Seeking frequent counsel from other women who are leaders

b. Limiting the influence of men on the unit whenever possible

c. Organizing an educational inservice about gender in the workplace

d. Challenging any neg

C

To gain power, one needs entry into informal lines of communication provided by informal power groups. Going directly to the CEO would likely be premature and the nurse should first try to work within his or her sphere of influence. A state board of nursing would not become involved in this type of issue. The nurse should attempt to resolve the situation before resorting to a new job.

A nursing administrator believes that the organization supports an inadequate distribution of power. What is an appropriate action to combat this situation?

a. Bring the issue to the state board of nursing.

b. Propose a plan to the CEO for organizational restructuring.

c. Seek entry into an informal power group.

d. Seek employment in a new setting.

B

If there is a wide authority--power gap, employees will tend to question or disobey orders. Seeking more dialogue does not necessarily suggest that the employees are reluctant or unwilling to comply.

A nurse-manager has held an educational workshop about the need for nurses to be more comprehensive with their client assessments. What outcome would suggest that there is a wide authority--power gap?

a. The nurses respond by improving their assessments because of the respect they hold for the manager.

b. The nurses do not make significant changes to the way they assess clients.

c. The nurses improve their assessments out of fear for the consequences of not doing so.

d. The nurses seek an extended dialogue about the issue.

C

Politically wise requests should always be made using the goals of the organization; therefore, stating that increasing the staff would meet the organization's goals is most appropriate. This option meets the organizational goals and the unit goal. None of the other listed options addresses each of these goals. Increased use of UAPs is unlikely to increase safety.

A nurse-manager is working in a facility where two of the organizational goals are to increase physician satisfaction and reduce costs. A unit goal is to increase professional RN staffing. Which statement best supports all the stated goals?

a. Increasing the RN staff will cut down nursing errors, prevent burn out, and decrease the cost associated with staff turnover.

b. Increasing the use of unlicensed assistive personnel (UAP) will result in increased client safety and quality care, and thus improve physician satisfaction.

c. Increasing the RN staff will free more nurses to be available to address doctors' concerns during their rounds and will reduce costly use of overtime.

d. Increasing the RN staff will lead to improved client education and a reduction in costly client stays.

A

Nurses often can increase their power and influence by forming coalitions and alliances (networking) with other groups, be they peers, sponsors, or subordinates, especially when these alliances are with peers outside the organization. Proactive decision making is beneficial but does not necessarily expand the manager's political influence. In the same way, delegating and talking about political realities at work will not necessarily expand the manager's influence.

A nurse-manager can best expand political resources by:

a. networking with individuals who are politically influential.

b. making decisions proactively.

c. initiating discussions about political power while at work.

d. delegating decisions as much as possible.

A

A person's response to authority is conditioned early through authority figures and experiences in the family unit. Although the other options may influence an individual, none are the primary influence.

What is the primary influence that shapes a person's response to authority?

a. Power figures in the family unit

b. Work experiences in each job held

c. Administrative figures in the workplace

d. Experiences in the spiritual dimension of life

D

The gap that sometimes exists between a position of authority and subordinate response is called the authority--power gap. None of other options is the term used to identify the described power gap.

A manager has issued a directive to nursing staff about improving the timeliness of their documentation. Most nurses have failed to make a change in their practice, however. The manager should consider what potential cause of this failure to act?

a. Leadership--subordinate conflict

b. Manager--subordinate gap

c. Administrator--power differential

d. Authority--power gap

A

One effective strategy for bridging the authority--power gap is to assure subordinates that the manager cares about them and has their best interests in mind. It would be inappropriate to ignore this issue, and overt displays of authority should be avoided whenever possible. Bringing in an outside consultant would be considered an action of last resort and is not a usual response to the authority--power gap

A new manager notices that nurses are not heeding the manager's directions in the workplace. What strategy is most appropriate when attempting to resolve this problem?

a. Assure the nurses that the manager has their best interests in mind.

b. Ignore the issue and reintroduce the directions in 6 to 8 weeks.

c. Hold a meeting to remind staff that they are under the manager's authority.

d. Bring in an outside consultant to have one-on-one conversations with staff.

B

Increasing visibility and voice is a key strategy for managers who wish to expand their power base. Overt displays of power should be avoided whenever possible. Collaboration at all levels is beneficial, but there is no reason to prioritize collaboration with physicians in particular. Talking about gender and power with colleagues is not likely to cause an increase in the manager's power base.

A new nurse-manager has set a goal of building a personal power base. What strategy should the manager choose?

a. Exercise overt displays of power to subordinates whenever possible.

b. Seek to become highly visible in the organization.

c. Take every opportunity to collaborate with physicians.

d. Initiate dialogues with colleagues about the relationship between gender and power.

B

Coercive power is based on fear and punishment. Workplace discipline could be an example of this type of power. Coercive power foregoes more collaborative and indirect methods of changing behavior, such as training, dialoguing, or changing the nurse's work assignment.

A manager has been experiencing challenges working with a nurse who has a history of making unsympathetic comments about clients to other nurses. The manager has tried various strategies for changing the nurse's behavior with little effect. The manager feels that an application of coercive power is now appropriate. What action will the manager most likely take?

a. Change the nurse's client care assignment.

b. Implement disciplinary action.

c. Offer sensitivity training to the nurse.

d. Dialogue with the nurse about the effects of these comments

A

Increasing professional power in nursing requires the placement of more nurses in influential positions of public policy. Family-centered care ensures good outcomes for clients but does not necessarily translate into enhanced professional power. Similarly, engagement with students and recent graduates reduces attrition but does not necessarily increase the profession's power. It is ethically questionable to ask clients to publicize the care they receive, and this obligation should not be placed on clients and families.

A group of nurses have formed an action group that has the goal of increasing professional power of the nursing profession. What strategy should the group adopt?

a. Seek formal positions where members can influence public policy.

b. Make a formal commitment to providing family-centered care.

c. Increase interactions with recent nursing students and recent nursing graduates.

d. Ask clients and families to publicize the high-quality care they have received.

C

In order to mitigate the possible threats of organizational politics, the nurse-manager should seek to become an expert in handling communication and information. Overt displays of power should be used only as a last resort, not as a tool for managing politics. It is unrealistic to limit interactions to only those people that the manager can trust. Role modeling what an empowered nurse looks like is beneficial to subordinates but does not necessarily prevent political conflict.

In order to minimize the potentially negative effects of organizational politics in the workplace, the nurse-manager should:

a. limit interpersonal interactions to people the manager can trust.

b. role model being an empowered nurse to subordinates.

c. develop skills in handling information and communication.

d. ensure that overt displays of power are visible to colleagues.

A

Referent power exists because others perceive a person as powerful, even if that person does not possess formal authority. Coercive power is based on the threat of punishment. This nurse lacks legitimate (position) power and there is no category of "personality power."

A nurse at a community health clinic has no formal position of authority but exercises great influence over staff because many of them perceive the nurse as being powerful. What type of power does this nurse possess?

a. Referent power

b. Legitimate power

c. Personality power

d. Coercive power

A, D, E

Strategies for empowering employees include teaching them about building their personal power, seeking their input in decision making, and role modeling what empowerment looks like. Empowerment does not entail excessive delegation or failing to give sufficient oversight to the care that nurses provide.

A nurse-manager has begun working in a new position and has quickly perceived that the nurses in the organization need to be empowered. How can the nurse empower the nurses? Select all that apply.

a. Role model the way that an empowered nurse behaves.

b. Delegate as many management tasks as possible.

c. Minimize the amount of scrutiny and supervision that the manager provides.

d. Teach nurses strategies for increasing their personal power.

e. Seek nurses' input into proposed changes.

C

Underpromising helps preserve trust by making it less likely that a manager will have to go back on his or her word. This can be done by not promising to honor a request at the time it is made but then making efforts to meet the request. Underpromising does not involve outright refusal or requiring a favor in return.

A staff member asks the manager for a particular day off on the next schedule. Which response demonstrates the concept of underpromising and helps the manager retain the staff's trust?

a. "I'd like to, but that would be unfair to the other nurses."

b. "Be sure to get the written request in early."

c. "I can't guarantee it right now but I will try to find a solution for you."

d. "If you don't take any sick time before then, I'll give it to you."

B, C, D, E

Empowerment occurs when leaders communicate their vision; employees are given the opportunity to make the most of their talents; and learning, creativity, and exploration are encouraged. Rejecting substandard practice may be necessary, but this action does not necessarily empower nurses.

Which statements support the manager's commitment to staff empowerment? Select all that apply.

a. "I need you to know that I won't accept any substandard nursing care."

b. "A staff committee will be formed to address that unit issue."

c. "We can arrange for you to spend 2 months working on another unit to expand your skills."

d. "I've got funding to support staff who are interested in earning certifications."

e. "There's talk of acquiring new mechanical lifts, but I'd like to get your input."

B

One way for a leader to bridge the authority--power gap is to make a genuine effort to know and care about each subordinate as a unique individual. It is unlikely that the ex-manager will be able to solve this problem for the new manager. Reducing expectations sets a dangerous precedent of acquiescing to the employees' reluctance to follow. Standards of practice do not address specific areas of followership.

A nurse-manager has been overseeing the care at a clinic for several weeks and has noted that staff members are reluctant to follow instructions. How should the manager attempt to resolve this problem?

a. Consult with the person who previously managed the clinic.

b. Make more of an effort to get to know each of the employees individually.

c. Reduce expectations on the employees in order to improve compliance.

d. Remind the nurses about their obligation to follow standards of practice

D

: Dishonesty is absolutely fatal to the manager's credibility and must be avoided at all costs. Having an open-door policy may enhance rapport but will not necessarily affect the manager's credibility. Seeking staff input on decisions can empower staff but would have less of an effect on credibility. Although the manager should be honest with staff, sharing internal doubts about the manager's own abilities may harm the perception of competence that employees should have.

A nurse-manager has just begun a new assignment in a new health care organization. What action should the manager prioritize in order to be seen as credible by subordinates?

a. Share doubts about their own abilities with employees.

b. Maintain an open-door office policy.

c. Ask for input from staff on decision making.

d. Avoid any and all forms of dishonesty.

D

Increasing the professional power of nursing must begin with becoming knowledgeable and familiar with the issues that are relevant to the profession. This baseline knowledge should precede recruitment efforts. Presenting a powerful image may build the nurse's power base within the group but does little to accomplish the group's goals.

A nurse has joined a group that has a goal of increasing the power base of the nursing profession. What is the nurse's best initial action to help achieve the group's goals?

a. Recruit nursing students to join the group as auxiliary members.

b. Present a powerful picture to others in the group.

c. Recruit among the nurse's peers and colleagues.

d. Become familiarized with relevant public policy issues.

C

The nurse can build his or her personal power base by first determining which people in the organization possess power. This is especially important when beginning in a new organization. Although the manager is new, it is best to avoid vying for high-level leadership. Overt displays of authority should be minimized and used as a last resort, not used as a means of building power. Talking about accomplishments could be interpreted as prideful by colleagues and could potentially harm the nurse's transition.

An experienced nurse has been hired to manage an inpatient unit at a hospital in a different city. What is an appropriate activity for building the manager's personal power base when beginning this new job?

a. Take every opportunity to describe personal accomplishments.

b. Offer to lead a high-visibility committee within the hospital.

c. Determine which people are most powerful in the hospital.

d. Seek to openly display authority when colleagues are present

D

Punishment and discipline are examples of the effects of coercive power. Getting an extra vacation day is an example of reward power. Completing a graduate degree enhances expert power. Personal connections build referent power.

Which nurse is experiencing the effects of coercive power?

a. A nurse who has been granted an extra vacation day after willingly working overtime for several days

b. A nurse who has completed a master's degree in nursing

c. A nurse who has great influence from being "well-connected"

d. A nurse who was terminated after assaulting a client