NURS 321: Leadership Module 2.03

What happens if there is a large gap?

-can be replaced by someone who has both power and authority -your subordinates can bypass you and find ways to work around you rather than with you -superficial/ transactional communication

Legitimate authority of the person + coercive power of the manager + socialization of individuals to power/authority figures =

= response to authority

The nurse manager is aware that there will be critical changes made to staffing due to low census in an acute care facility, and staff is already lacking trust in administration. What would be the best way for the nurse manager to handle the situation?

Be truthful regarding the situation about staffing and census. *When trust is low in a facility, staff will turn to the manager for answers. If the manager does not know the answers, tell the staff that and inform them they will be informed as soon as the manager knows. The manager should keep the lines of communication open and share as much information as is allowed. The manager should not use condescending responses such as 'everything will be all right' or 'it will work out for the best.' Staff will spread rumors when they are uninformed about what is occurring, and informing them that they must stop will not stop the rumors.

Authority definition

a role in a specific hierarchical position

The gap that exists between a position of authority and subordinate is often referred to as the ______.

authority-power gap

Power definition

the ability to make things happen

The authority-power gap refers to

the gap that sometimes exists between a position of authority and subordinate response.

What happens if there is a small gap?

you are perceived as effective, consistent, accountable, etc. Communication is more authentic due to higher sense of trust and respect. Team relationship is much more sustainable

What behaviors should a nurse manager exhibit to narrow the power-authority gap that exists between the manager and the staff? (Select all that apply.)

Being accountable, Holding others accountable, Asking personal questions of your staff

A nurse-educator has a very narrow power-authority gap when interacting with students in the clinical setting. What negative student outcome may occur because of this narrow gap?

The students will question their ability to make independent decisions.

Bridging the Gap

-keep your actions in harmony with your words! -treat employees as individuals -active listening and reflecting back understanding -leverage employees strengths and passions

Why the Power-Authority Gap matters

-the right to command does not ensure that employees will follow orders, your consistent action and ability to make things happens determines how powerful you are perceived to by your staff. The more powerful = the more engagement you get

A nurse manager informs the staff that if they do not increase productivity by 15%, there will be people losing their jobs. What form of power is the nurse manager displaying with the staff members?

Coercive power is based on fear of punishment if the manager's expectations are not met. The manager may obtain compliance through threats (often implied) of transfer, layoff, demotion, or dismissal. Expert power is gained through knowledge, expertise, or experience. This type of power is limited to a specialized area. Legitimate power is position power. Authority is also called legitimate power. Reward power is obtained by the ability to grant favors or reward others with whatever they value.

A nurse has just been promoted to a managerial position in the ICU of a busy hospital and is worried that members of the nursing staff will not treat the nurse's requests with the same respect and seriousness as they did the requests of the previous manager, who was well-regarded. What behaviors would reinforce the new manager's authority and power in the eyes of the staff? (Select all that apply.)

Demonstrating influence with the hospital's senior leadership team, Reminding staff how their efforts contribute to the unit's goals

The traditional nurse-educator has been portrayed as an authoritarian who demands unconditional obedience

Educators who maintain a very narrow power-authority gap reinforce dependency and obedience by emphasizing the ultimate calamity—the death of the patient. The nursing students may be socialized to be overly cautious and to hesitate when making independent nursing judgments. Questioning everything the nurse-educator says, decreased productivity, and working independently without educator input are examples of a wide power-authority gap.

Gender differences do not lead to power struggles in nursing.

FALSE; Power struggles can be a direct result of gender differences. Although they are fading in today's working environment, the socialization of different genders in their respective roles continues to impact the influence of gender on power.

How can a nurse leader bridge the authority-power gap?

Make a genuine effort to know and care for each individual *Subordinates better tolerate authority if they feel that the leader appreciates their individuality. Although effective communication is needed, it does not bridge the gap. The other choices do not assist in bridging the gap but are part of the nurse leader's role.

'Walking your talk' by being accountable and holding others accountable for their actions narrows the power-authority gap, as does asking personal questions to acknowledge people's uniqueness.

While it sounds nice or fair in theory, treating everyone the same can widen the power-authority gap because it is not acknowledging the individual strengths and assets that each person brings to the situation. Finally, 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.

By demonstrating influence with the senior leadership team,

the manager bolsters the perception among staff members that the manager's power is legitimate. In addition, by reminding the staff how their efforts and the manager's efforts are contributing to the unit's overall goals, the manager reinforces the belief among the staff that the manager is doing a good job and that the organization has their best interest in mind. If the manager frequently delegates critical decisions, the staff's level of trust in the manager will diminish. Also, because overusing instructions can stifle cooperation, outright commands should be used only infrequently. Finally, the manager should be forthright with staff members and not withhold important information in order to maintain the staff's trust and respect.