UNDERSTANDING POWER AND

POLITICS
(DAY 1)

Alizza T. Prima
Clinical Resource Midwife
MCH-BISHA
OBJECTIVES
After completing this lecture, you will be able to:
1. Differentiate between power and leadership.
2. Describe how to use power appropriately.
3. Explain how to use shared visioning as a power
tool
4. Explore the relationships among power, politics,
and policy
5. Summarize ways nurses can influence nursing’s
future.
 What is the
difference between
POWER is the potential ability to influence
others (Hersey, 2013). Power is involved in
every human encounter, whether you recognize
it or not.

Power can be symmetrical when two parties

have equal and reciprocal power, or it may be
asymmetrical with one person or group
having more control than another (Mason,
Leavitt, & Chafee, 2014).
PRINCIPLE-CENTERED POWER is based
on honor, respect, loyalty, and commitment.
Principle-centered power is a model congruent
with nursing’s values. -Stephen Covey (1991)

Leadership Power comes from the ability to

sustain proactive influence, because followers
trust and respect the leader to do the right thing
for the right reason.
 BE OPEN. KEEP
OTHERS
INFORMED. SHARPEN YOUR
GET TO KNOW
INTERPERSONAL
PEOPLE
COMPETENCE
PRINCIPLE-
CENTERED
ENLARGE YOUR POWER KNOW YOUR
SPHERE OF VALUES AND
INFLUENCE VISIONS.
USE YOUR
POWER TO
ENABLE OTHERS
 SHARED VISIONING
• It is an interactive process in which both
leaders and followers commit to the
organization’s goals (Kantabutra, 2009;
Weberg & Weberg, 2014).
• Vision is a mental model of
a possible future
(Kantabutra, 2008).
TYPES OF POWER
(HERSEY 2013)
LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF
POSITION
POWER
POWER

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF
PERSONAL
POWER
POWER

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE POWER stems from the
manager’s right to make a request because of the
authority associated with job and rank in an
organizational hierarchy.
USE OF LEGITIMATE POWER GUIDELINE
• Make polite, clear requests.
• Explain the reasons for a request.
• Don’t exceed your scope of authority.
• Verify authority if necessary.
• Follow proper channels.
• Follow up to verify compliance.
• Insist on compliance if appropriate.
LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

REWARD POWER The degree of
compliance depends on how much the
follower values the expected benefits.
USE OF REWARD POWER GUIDELINE
• Offer the type of rewards that people desire.
• Offer rewards that are fair and ethical.
• Don’t promise more than you can deliver.
• Explain the criteria for giving rewards and keep it
simple.
• Provide rewards as promised if requirements are met.
• Use rewards symbolically (not in a manipulative way).
LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

COERCIVE POWER Motivation to comply is
based on fear of punishment (coercive
power) or withholding of rewards.
USE OF COERCIVE POWER GUIDELINE
• Explain rules and requirements and ensure that
people understand the serious consequences of
violations.
• Respond to infractions promptly and consistently
without showing any favoritism to particular
individuals.
• Investigate to get the facts before using reprimands
or punishment, and avoid jumping to conclusions or
making hasty accusations.
USE OF COERCIVE POWER GUIDELINE
• Except for the most serious infractions, provide
sufficient oral and written warnings before
resorting to punishment.
• Administer warnings and reprimands in private
and avoid making rash threats.
• Stay calm and avoid the appearance of hostility
or personal rejection.
USE OF COERCIVE POWER GUIDELINE
• Express a sincere desire to help the person
comply with role expectations and thereby avoid
punishment.
• Invite the person to suggest ways to correct the
problem and seek agreement on a concrete plan.
• Maintain credibility by administering
punishment if noncompliance continues after
warnings have been made.
LEGITIMATE REWARD COERCION

TYPES OF
POSITION
POWER
POWER

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF
PERSONAL
POWER
POWER

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

EXPERT POWER is based on possession of
unique skills, knowledge, and competence.
Expert power relates to the development of
personal abilities through education and
experience.
USE OF EXPERT POWER GUIDELINE
• Explain the reasons for a request or proposal and
why it is important.
• Provide evidence that a proposal will be successful.
• Don’t make rash, careless, or inconsistent statements.
• Don’t exaggerate or misrepresent the facts.
• Listen seriously to the person’s concerns and
suggestions.
• Act confidently and decisively in a crisis.
LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

REFERENT POWER Referent power relates
to the manager’s likeability and success.
USE OF REFERENT POWER GUIDELINE
• Show acceptance and positive regard.
• Act in a supportive and helpful way.
• Use sincere forms of ingratiation.
• Defend and back up people when appropriate.
• Do unsolicited favors.
• Make self-sacrifices to show concern.
• Keep promises.
LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

INFORMATION POWER Followers comply
because they want the information for their
own needs. Information power depends on a
manager’s organizational position, connections,
and communication skills.
LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

LEGITIMATE REWARD COERCION

TYPES OF POWER
(HERSEY 2013)

EXPERT REFERENT INFORMATION CONNECTION

CONNECTION POWER is based on an
individual’s formal and informal links to
influential or prestigious persons inside and
outside an area or organization. Followers
comply because they want to be linked to
influential individuals. Connection power also
relates to the status and visibility of the
individual.
 POLITICS
It is the art of influencing others to
achieve a goal (Mason et al., 2014).
INTERPERSONAL COLLECTIVE
ENDEAVOR ACTIVITY

POLITICS
ANALYSIS & INVOLVES
PLANNING IMAGE
 How Do You Picture a
Powerful/Influential Leader?
 Appropriately introducing yourself by
saying your name, making eye contact, and
shaking hands can immediately establish
you as a powerful person.
• Attire can symbolize power and success
(Sullivan, 2013).

• Dress Code Policy

• Conveying a positive and energetic
attitude sends the message that you are a
“doer” and someone to be sought out for
involvement in important issues.
• Chronic complaining conveys a sense of
powerlessness, whereas solving problems
and being optimistic promote a “can do”
attitude that suggests power and instills
confidence in others.
• Pay attention to how you speak and how you
act when you speak. Nonverbal signs and
signals say more about you than words. Stand
erect and move energetically. Speak with an
even pace and enunciate words clearly. Make
sure your words are reflected in your body
language. Keep your facial expression
consistent with your message.
• Use facts and figures when you need to
demonstrate your point. Policy changes usually
evolve from data presented in a compelling story.
• Positioning yourself as a powerful player
requires the ability to collect and analyze data.
• Technology facilitates data retrieval.
• Remember that power is a matter of
perception; therefore, you must use whatever
data are available to support your judgment.
• Knowing when to be at the right place at the
right time is crucial for gaining access to key
personnel in the organization. Become
visible. Be available. Offer assistance.
• Develop powerful partnerships.
• Learn how to share both credit and blame.
When working on collaborative projects, use
we instead of they, and be clear about what is
needed. If something is not working well, say
so.
• Make it a point to get to know the people
who matter in your sphere of influence.
Become a part of the power network so that
when people are discussing issues or seeking
people for important appointments of
leadership, your name comes to mind.
• Learn how to question others and how to
become part of the organizational
infrastructure.
• Use power appropriately to promote
consensus in organizational goals, develop
common means to achieve these goals, and
enhance a common culture to bind together
organizational members.
 SOME POINTERS!!
• Use the least amount of power you can to be effective in
your interactions with others.
• Use power appropriate to the situation.
• Learn when not to use power.
• Focus on the problem, not the person.
• Make polite requests, never arrogant demands.
• Use coercion only when other methods do not work.
• Keep informed to retain your credibility when using your
expert power.
• Understand you may owe a return favor when you use your
HOW TO IMPROVE YOUR INFLUENCE
• Use persuasion over coercion
• Use patience over impatience.
• Be open-minded rather than closed-minded
• Use compassion over confrontation.
• Use integrity over dishonesty.
HOW TO IMPROVE YOUR POLITICAL SKILLS:

Personal
Building Skills
Strategic
Direction & Interpersonal
Wider Influence
Awareness POLITICAL
SKILLS
Building Reading
Alignment & People &
Support Situation
HOW TO IMPROVE YOUR
POLITICAL SKILLS: (Personal
Skills)
 Self-awareness
 Exerting Self-Control
 Being Proactive
HOW TO IMPROVE YOUR
POLITICAL SKILLS: (Interpersonal
Influence)
 Listen to others
 Think before speaking
 Be honest and sincere
 Be interested in people
 Manage upward well
HOW TO IMPROVE YOUR
POLITICAL SKILLS: (Reading
People & Situations)
 See perspective of others
 Be aware of business goals and power
structure
 Think about how others could be threaten by
your agenda
HOW TO IMPROVE YOUR
POLITICAL SKILLS: (Building
Alignment and Support)
 Network with your peers (both above and
below you)
 Understand their interest and agenda
HOW TO IMPROVE YOUR
POLITICAL SKILLS: (Build
Strategic Direction & Wider Awareness)