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NURS 426: Leadership in Nursing > Chapter 13Organizational, Political, and Personal Power > Flashcards

Chapter 13Organizational, Political, and Personal Power Flashcards

Exam 3

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1
Q

Types of Power include:

A

Referent

Legitimate

Coercive

Reward

Expert

Charismatic

Informational

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2
Q

Sources of Power:

Referent power:

A

is obtained through association with others.

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3
Q

Sources of Power:

Legitimate power:

A

is power that is derived from an individual’s position or role within an organization.

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4
Q

Sources of Power:

Coercive power:

A

is based on fear and punishment.

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5
Q

Sources of Power:

Reward power:

A

Reward power is obtained by the ability to grant rewards to others.

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6
Q

Sources of Power:

Expert power:

A

is gained through knowledge or skill.

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7
Q

Sources of Power:

Charismatic power:

A

results from dynamic and powerful persona.

is based on an individual’s personal characteristics that attract others

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8
Q

Sources of Power:

Informational power:

A

Informational power is gained when someone has information that another needs.

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9
Q

Power:

What is it?

A

The authority and ability to get things accomplished

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10
Q

Power:

What is it the capacity to do?

A

The capacity or potential to get others to do something one wants them to do that they would not ordinarily do otherwise

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11
Q

Organizational Authority–Power Response

What is the equation thing?

A

Legitimate power + Perceived power of the manager + Socialization of individuals to power/authority figures.

= Response to authority

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12
Q

Authority–Power Gap

The right to command does not ensure what?

A

The right to command does not ensure that employees will follow orders.

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13
Q

Authority–Power Gap

When does an authority power gap exist?

A

An authority–power gap exists when someone in authority issues orders and they are not followed.

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14
Q

Authority–Power Gap

What is the negative effect of this?

A

The negative effect of a wide authority–power gap is that organizational chaos may develop.

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15
Q

Authority–Power Gap

How does the gap sometimes exist?

A

The gap that sometimes exists between a position of authority and subordinate response is called the authority–power gap.

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16
Q

Authority–Power Gap

What is a simple example?

A

Simply means that a manger issues orders and the nurses fail to follow.

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17
Q

The size of the authority–power gap between a manager and an employee:

How does the authority power gap narrow?

A

Narrows as the manager expresses a personal interest in his or her employees

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18
Q

The size of the authority–power gap between a manager and an employee:

How can it be decreased?

A

Can be decreased by the visible exercise of authority in decision making

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19
Q

The size of the authority–power gap between a manager and an employee:

How can it be increased?

A

Increases when the manager loses credibility with employees

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20
Q

The size of the authority–power gap between a manager and an employee:

What can influence the gap?

A

Is influenced by how much status the manager has

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21
Q

Bridging the Authority–Power Gap #1

What should be used as a last resort?

A

Overt displays of authority should be used as a last resort.

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22
Q

Bridging the Authority–Power Gap:

What should the leader made a genuine effort to do?

A

The leader should make a genuine effort to know and care about each subordinate as a unique individual.

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23
Q

Bridging the Authority–Power Gap

What must the manager do?

A

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.

24
Q

Bridging the Authority–Power Gap #2

What is the hallmark of transformational leadership?

A

The empowerment of staff is a hallmark of transformational leadership.

25
Q

Bridging the Authority–Power Gap #2

What does empowerment mean?

A

Empowerment means to enable, develop, or allow.

26
Q

Empowerment:

What do leaders do?

A

Leaders communicate their vision.

27
Q

Empowerment:

What do employees do?

A

Employees are given the opportunity to make the most of their talents.

28
Q

Empowerment:

What is encouraged?

A

Learning, creativity, and exploration are encouraged.

29
Q

Empowerment:

When does it occur?

A

Empowerment occurs when leaders communicate their vision, employees are given the opportunity to make the most over their talent, and learning, creativity, and exploration are encouraged.

30
Q

Empowerment

What is one way that leaders empower their subordinates?

A

*One way that leaders empower subordinates is when they delegate assignments to provide learning opportunities and allow employees to share in the satisfaction derived from achievement.

31
Q

Empowerment

What are pros and cons of delegation?

A

Delegation can motivate employees and fuel creativity, but it can also create work overload and cause stress and may hurt performance.

32
Q

Empowerment:

What is another way that staff can be empowered?

A

*Another strategy would be to assist staff in building their own personal power base, this can be accomplished by showing subordinates how their personal, expert, and referent power can be expanded.

33
Q

Empowerment:

Workers being involved in what can increase empowerment in workers? Why?

A

*Empowerment also occur when workers are involved in planning and implementing change and when workers believe that they have some input in what is about to happen to them and some control over the environment in which they will work in the future.

34
Q

Six Driving Forces to Increase Nursing’s Power Base

A

The timing is right

The size of the nursing profession

Nursing’s referent power

Increasing knowledge base and education for nurses

Nursing’s unique perspective

Desire of consumers and providers for change

35
Q

To Increase the Power of the Nursing Profession:

Where should nurses be placed?

A

Place more nurses in positions that influence public policy.

36
Q

To Increase the Power of the Nursing Profession:

What should be stopped?

A

Stop nurses from acting like victims.

37
Q

To Increase the Power of the Nursing Profession:

What should be increased?

A

Increase the level of nurses’ understanding regarding all health-care policy efforts.

38
Q

To Increase the Power of the Nursing Profession:

What should be built?

A

Build coalitions within and outside of nursing.

39
Q

To Increase the Power of the Nursing Profession:

What should be promoted?

A

Promote greater research to strengthen evidence-based practice.

40
Q

To Increase the Power of the Nursing Profession:

What should there be support for?

A

Support nursing leaders.

41
Q

To Increase the Power of the Nursing Profession #3

What is the most significant key to proactive rather than reactive participation in policy setting?

A

Changing nurses’ views of both power and politics is perhaps the most significant key to proactive rather than reactive participation in policy setting.

42
Q

Building a Personal Power Base #1

What should be maintained?

A

Maintain personal energy.

Maintain a broad vision.

Maintain a sense of humor.

43
Q

Building a Personal Power Base #1

What should be presented?

A

Present a powerful picture to others.

44
Q

Building a Personal Power Base #1

What should be paid?

A

Pay the entry fee.

45
Q

Building a Personal Power Base #1

What should be determined?

A

Determine the powerful in the organization.

46
Q

Building a Personal Power Base #1

What should be learned?

A

Learn the language and symbols of the organization.

Learn how to use the organization’s priorities.

Learn to toot your own horn.

47
Q

Building a Personal Power Base #1

What should be increased?

A

Increase professional skills and knowledge.

48
Q

Building a Personal Power Base #1

What should you develop?

A

Develop visibility and voice in the organization.

49
Q

Building a Personal Power Base #1

How should you be? What should you do for others?

A

Be flexible.

Empower others.

50
Q

Negating the Effects of Organizational Politics #1

How should you handle information and communication?

A

Become an expert handler of information and communication.

51
Q

Negating the Effects of Organizational Politics #1

What kind of decision maker should you be?

A

Be a proactive decision maker.

52
Q

Negating the Effects of Organizational Politics #1

What should be expanded?

A

Expand personal resources.

53
Q

Negating the Effects of Organizational Politics #1

What should you develop?

A

Develop political alliances and coalitions.

54
Q

Negating the Effects of Organizational Politics #2

What should you be sensitive to?

A

Be sensitive to timing.

55
Q

Negating the Effects of Organizational Politics #2

What should you promote?

A

Promote subordinate identification.

56
Q

Negating the Effects of Organizational Politics #2

How should you view goals?

A

View personal and unit goals in terms of the organization.

NURS 426: Leadership in Nursing (16 decks)

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