Foundation for

Effective Leadership
and Management
Madeline N. Gerzon, RN, MM
Clinical Instructor

1
 Leaders of today….

Emotional Intelligence (EI)

 Process of regulating both feelings and
expressions

 Organizationally desired emotions are

considered standards of behavior

Chapter 14 2
 Leaders of today….

Emotional Intelligence (EI)

 A leader with EI possesses the ability to
identify emotions in his/her self and others

 Uses emotions in processes, manages emotions

in his/her self and others and understands and
reasons with emotions
Chapter 14 3
 Leaders of today….

Cultural Bridges
 Diversity
 Culturally sensitive leaders
 Assists staff when cultural misunderstanding
occurs

Chapter 14 4
 Leaders of today….

Influence of Followers on Leaders

 Leaders need to be aware of their followers’
influence
 Followers’ influence can be positive or
negative
 No guarantee that followers will not mislead
the14 leader
Chapter 5
 Leaders of today….

Recognition and Management of Flaws

 Good leader….bad leader
 Deceitful……trustworthy
 Brave……cowardly leader
 Future theory should focus why leaders behave
badly

Chapter 14 6
 Understanding Power

Power
“the ability to do or act”

“capability of doing or accomplishing

something”

Chapter 14 7
 Understanding Power

POWER
 Ability to control and influence others (Dahl, et
al 1957)
 In Nursing management ….. “ someone who
can control”
 Someone who exercises control

Chapter 14 8
 Understanding Power

“Power is a pyramid having elements of ability,

based on strength, willingness based on energy,
and action that yields results”

Who possesses Power?

Chapter 14 9
“Insanity is doing the same
thing over and over again
and expecting different
results…”
Albert Einstein

10
 Understanding Power

Quantifying Power
 Power differs between individuals and within
the same individual at different times
 Is the quantity of power subject to some limit?
 Yes or No?

Chapter 14 11
 Understanding Power

Quantifying Power
 If power in certain situation is limited, those
who wish to exercise more power must obtain
it from someone else who possesses it….
conflict arises!!!

Chapter 14 12
 Understanding Power
Quantifying Power
 If power is not limited, then one individual can
increase power without decreasing the power
of someone
 Seeking power doesn’t necessarily bring
conflict…esp if power seeking is to accomplish
common goal
Chapter 14 13
 Understanding Power

Quantifying Power
 It is possible more that one person hold power
 If the two people in power want opposing
things…conflict then is expected to arise

Chapter 14 14
 POWER AND NURSING

According to Tannenbaum and Cook

…common distaste for the idea of power, which relate to
unpleasant connotation of control in a democratic
society…

Nurse=nurturing role
Power is inappropriate for a nurse because it is seen as
controlling rather than supporting others….

Chapter 14 15
 Types of Power

Legitimate Power

 Termed as authority
 Arises from an organizational structure and
policies that place control in specific positions
in the organization

Chapter 14 16
 Types of Power

Legitimate Power
 Whoever holds the position holds same amount
of authority
 Person who holds legitimate power is usually
given a title that indicate authority

Chapter 14 17
 Types of Power

Legitimate Power
 HN/UM has legitimate power associated with
the responsibility for a patient care unit
 Charge nurse in the evening shift is delegated
to have the authority

Chapter 14 18
 Types of Power

Referent Power
 Is control that derives its base in personal
characteristics of a powerful person
 Charisma has been used to describe referent
power

Chapter 14 19
 Types of Power

Referent Power
 Usually seen in political figures
 In hospital setting, a very popular and outgoing
nurse may influence decisions in ways that do
not reflect any official position in the
organization

Chapter 14 20
 " I have nothing to offer but blood, toil, tears and sweat.
We have before us an ordeal of the most grievous kind.
We have before us many, many long months of struggle
and of suffering. You ask, what is our policy? I can say:
It is to wage war, by sea, land and air, with all our might
and with all the strength that God can give us; to wage
war against a monstrous tyranny, never surpassed in the
dark, lamentable catalogue of human crime. That is our
policy. You ask, what is our aim? I can answer in one
word: It is victory, victory at all costs, victory in spite of
all terror, victory, however long and hard the road may
be; for without victory, there is no survival."

Winton Churchill
Chapter 14 21
“Never, never, never, give up.”

W. Churchill

Chapter 14 22
 Types of Power

Referent Power
 An aspect of this power is appearing to be a
powerful person
 Those with referent power remain calm in
crisis, control their emotional responses, and
act with firm determination

Chapter 14 23
 Types of Power

Referent Power

 Manner of dress is also associated with this

power
• “Power dressing”
• “Power suit”
• Avoid extreme fashion

Chapter 14 24
 Types of Power
Reward Power
 Helps people exert control through providing
reward or the promise of rewards to others
 Often associated with legitimate power
 Someone who can decide for increase salary,
etc
 Many other people control rewards
Chapter 14 25
 Types of Power

Expert Power
 Helps individuals attain control through the
possession of special knowledge, skill or ability
 Experts are able to accomplish their ends
because others recognize their knowledge and
ability and turn to them for guidance
 Expert’s opinion has more weight
Chapter 14 26
 Types of Power

Coercive Power
 Helps individual attain control through fear,
threat, or coercion
 Authoritarian leaders tend to be coercive

Chapter 14 27
 Types of Power

Coercive Power
 Controls through fear of loss of job,
punishment, such as undesirable assignments
or shifts
 Law exercises coercive power to maintain
safety for citizens

Chapter 14 28
 Types of Power

Coercive Power
 In hospital setting this is used to solve
problems that involve potential danger to
clients
 If a nurse in substance abuse, this may be
applicable

Chapter 14 29
 Types of Power

Connection Power
 Control derived from a coalition of individuals
working together or from the perception by
others that an individual has connection with
powerful persons or group

Chapter 14 30
 Types of Power

Connection Power
 Nepotism
 Favoritism….promotion
 Nurses shortage = connection power can be
strong

Chapter 14 31
 Types of Power

Information Power
 Occurs when a person controls information that
is needed by others
 Not same as expert power

Chapter 14 32
 Types of Power

Information Power
 Knowledge of institutions budget or income
 Can you give example of this in nursing
management?

Chapter 14 33
 Resources for Developing Power

 Physical resources

• Health

• The better the general health, the easier it

will be to become powerful

Chapter 14 34
 Resources for Developing Power

 Psychological Resources
• Motivational power
• Strong self-esteem, self-concept
• Without positive value of self will not
project competence and resourcefulness
• Clear awareness of strengths and limitations

Chapter 14 35
 Resources for Developing Power

 Psychological Resources
• Maintain positive and forward outlook
• Looks at difficulties as challenges to
overcome
• When mistakes occur, you look for solutions
rather blame someone

Chapter 14 36
 Resources for Developing Power

 Material Resources
• Money or objects
• Network
• E.g. surgery in hospital setting

Chapter 14 37
 Consequences of Using Power

 Accountability
• When results are positive, accountability
enables person to grow in self-esteem
• Person must accept the fact that mistakes or
errors can occur. Power tends to diminish

Chapter 14 38
 Consequences of Using Power

 Change in personal relationships

• Threats to loss of control
• Lost of relationships

Chapter 14 39
 Consequences of Using Power

 New personal relationships may be

gained
• Closer relationship with powerful person
• Individuals who agree with you goals may
align themselves with you

Chapter 14 40
 Increasing your Power
 Improve self
 Examine your motivation
 Maintain positive outlook and increase
problem- solving skills
 Seek promotion
 Power dressing

Chapter 14 41
 Increasing your Power

 Reward power….recognition and praise

 Continuing education, inservice studies,
reading and study
 Staying in nursing coalition
 Gaining access to budgetting figures, planning
details
 Understanding of legal knowledge
Chapter 14 42
 Foundation for Effective
Leadership

Chapter 14 43
 Ethical issues

Ethics
 A systematic study of what the person’s conduct and
action ought to be with regard to self, others, and
environment

 Justifications of what is right or good

Chapter 14 44
 Ethical issues

Applied Ethics

 Application of normative ethical theory to everyday

problems

 Normative ethical theory for each profession arises

from the purpose of the profession

Chapter 14 45