Exam #2: Organizational, Political and Personal Power

Question 1

Power

Answer 1

• 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

Question 2

Referent Sources of Power

Answer 2

Source: Association with others

Question 3

Legitimate Source of Power

Answer 3

Source is position

Question 4

Coercive Sources of Power

Answer 4

Source is fear

Question 5

Reward Source of Power

Answer 5

Source is ability to grant favors

Question 6

Expert Source of Power

Answer 6

Source is knowledge and skill

Question 7

Charismatic Sources of Power

Answer 7

Source is personal

Question 8

Informational Sources of Power

Answer 8

Source is the need for information

Question 9

Authority Power-Gap

Answer 9

• 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

Question 10

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

Answer 10

A. Widens it.

Rationale: When a manager expresses personal interest in employees, this widens the authority–power gap.

Question 11

Bridging the Authority-Power Gap

Answer 11

• 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.

Question 12

Empowerment occurs when

Answer 12

• Leaders communicate their vision
• Employees are given the opportunity to make the most of their talents
• Learning, creativity, and exploration are encouraged

Question 13

Six Driving forces to Increase Nursing’s Power Base

Answer 13

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

Question 14

Action Plan for Increasing the Power of the Nursing Profession

Answer 14

1. Place more nurses in position that influence public policy.
2. Increase level of nurses’ understanding regarding all health-care policy efforts.
3. Build coalitions within and outside of nursing.
4. Promote greater research to strengthen EBP
5. Support nursing leaders
6. Pay attention to mentoring future nurse-leaders and leadership succession
7. Stop nurses from acting like victims

Question 15

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

Answer 15

Changing nurse’s view of both power and politics

Question 16

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.
A. True
B. False

Answer 16

B. False
Rationale: Changing nurse’s view of both power and politics is perhaps the most significant key to proactive rather than reactive participation in policy setting

Question 17

Building a Personal Power Base includes

Answer 17

• Maintain personal energy.
• Present a powerful picture to others.
• Work hard and be a team players.
• 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.
• Maintain a broad vision.
• Use experts and seek counsel.
• Be flexible.
• Develop visibility and voice in the organization.
• Learn to accept compliments.
• Maintain a sense of humor.
• Empower others.

Question 18

Which of the following is not a rule for keeping power?

A. Form alliances
B. Do homework
C. Practice benign neglect
D. Be competitive

Answer 18

D. Be competitive

Rationale: It is more advantageous to avoid competition.

Question 19

Negating the effects of Organizational Politics

Answer 19

• 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.

Question 20

Queen Bee Syndrome

Answer 20

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.

Question 21

Tell whether the following statement is true or false:
Empowering subordinates often undermines one’s own power.
A. True
B. False

Answer 21

B. False

Rationale: Empowering subordinates is in fact one essential strategy to maintain power.

Question 22

Keeping Power Requires Four Things

Answer 22

1. Maintaining a small authority–power gap
2. Empowering subordinates whenever possible
3. Using authority in such a manner that subordinates view what happens in the organization as necessary
4. Using political strategies to maintain power and authority when necessary