POWER AND AUTHORITY IN LEADERSHIP

To lead effectively, it is essential to utilize both power and authority.

Power:

This is the capacity to persuade individuals to follow your directives.
It is the underlying potential to influence people to achieve specific objectives.

Legitimacy:

This refers to the acceptance of the power being used. It is the recognition that the use of power is justified and appropriate.

Authority: = Power + Legitimacy

Essentially: Authority = Power (the inherent ability to get people to accept commands) + Legitimacy (the recognition and acceptance that the exercise of power and the commands given are valid).

Authority is therefore the legitimate entitlement to issue instructions and possess the capacity to ensure compliance. It’s the recognized right to command and the ability to enforce obedience.

TYPES OF POWER / BASES OF POWER

Power sources are broadly classified into two categories: Positional Power and Personal Power. Each category further includes specific types of power.

A Person in a Management Role Typically Holds:

• Legitimate Power

• Coercive Power

• Reward Power

Personal Power Types Encompass:

• Expert Power

• Referent Power

1. Legitimate Power. This power stems from the formal position an individual holds within an organization’s hierarchy. It’s based on the understanding that certain roles have the recognized right to exercise control and make decisions that affect others in the organizational context, particularly within healthcare. This authority is conferred by the organization’s structure and official job titles. For instance, in healthcare, your professional role grants you the recognized power to make clinical decisions for patients and manage resources within your designated area. This specific power is inherent to your professional role. It’s often linked to job title and rank in the organizational structure; for example, staff members generally adhere to instructions from a supervisor or in-charge regarding punctuality and duty attendance because they acknowledge that individual’s positional authority.

2. Coercive Power. Coercive power is a form of influence that relies on employing threats, force, or disciplinary actions to ensure compliance and achieve desired results. In a management context, this means a leader might apply some degree of pressure when necessary to ensure tasks are completed as expected. An example could be ensuring daily facility cleanliness. Another instance arises if a staff member is consistently late; a supervisor might use coercive power to enforce disciplinary measures.

3. Reward Power. Reward power in healthcare relates to a leader’s capacity to offer incentives or protect team members from negative repercussions. It’s a type of formal power that can be used to motivate and encourage healthcare professionals. You might utilize reward power to recognize and motivate high-performing staff. Examples include providing bonuses, implementing employee recognition schemes, granting time-off or vacation benefits, offering flexible work arrangements, and supporting staff for promotions or further education opportunities.

4. Expert Power. Expert power in healthcare originates from an individual’s specialized knowledge, skills, and accumulated experience in a specific area. It is a type of power that is derived from deep competence and is generally respected by others. Expert power is a form of personal power that a healthcare professional, like yourself, can possess. For example, a midwife holds specific expert knowledge in managing childbirth. Experienced professionals in healthcare, such as physicians, nurses with specializations, and other specialists, who have developed substantial expertise in their fields, naturally wield expert power.

5. Referent Power. Referent power in healthcare is the influence a leader or healthcare professional gains through their personal attributes, charisma, and the respect and admiration they inspire in others. It’s rooted in the appeal of a leader’s personality, values, or convictions, rather than their formal position or specialized expertise. Referent power is about the influence a manager exerts over their team. A leader needs to cultivate influence through positive actions and behaviors that encourage team members to remain engaged and committed to the organization.

IMPORTANCE OF POWER / REASONS WHY POWER IS USED

Power is the ability to have an impact on others and accomplish desired outcomes. Common reasons for using power include:

1. To Secure Competitive Advantage: Power can create a strategic edge in the marketplace, enabling organizations to gain access to resources, expand market presence, and exert influence over market dynamics.

2. To Access Information: Power can open doors to valuable information that is not readily accessible through normal channels.

3. To Inspire and Motivate: Power can be a tool for inspiration, motivating individuals and teams to strive towards and achieve shared objectives.

4. To Enhance Communication Effectiveness: Power can amplify the impact of communication efforts, ensuring messages are not only heard but also properly understood and acted upon.

5. To Improve Performance and Optimize Processes: Power can be the driving force behind organizational change, promoting improvements in efficiency and streamlining operational processes.

6. To Obtain Necessary Resources: Power can facilitate the acquisition of critical resources, including funding, talented individuals, and advanced technologies needed for growth and success.

7. To Protect and Advance Interests: Power is used to safeguard the interests of individuals, teams, or the entire organization.

8. To Maintain Order and Control: Power is vital for maintaining structure and stability within organizations and across broader social systems.

9. To Shape Policy and Advocate for Causes: Power is a mechanism to influence public policy decisions and champion specific causes or initiatives.

10. To Enhance Reputation and Credibility: Power can contribute to building a stronger reputation and greater credibility for both individuals and organizations.

11. To Achieve Personal or Professional Goals: Power can be utilized to help individuals realize their personal ambitions and professional aspirations.

RULES FOR USING POWER IN ORGANIZATIONS

1. Employ the Minimum Necessary Power: Strive to use the least amount of power required to be effective in your interactions. Avoid overuse of power and aim to achieve goals while maintaining positive working relationships.

2. Context-Appropriate Power Usage: Apply power in a way that is suitable for the specific situation. Different scenarios may require different types or levels of power. Evaluate the situation and consider the potential impact of your power on others before applying it.

3. Discern When to Refrain from Using Power: Recognize situations where using power might not be the most effective or appropriate approach. In collaborative or team-based settings, for instance, influence and persuasion may be more effective than asserting authority.

4. Focus on the Problem, Not Personalities: When using power, direct it towards resolving the issue or challenge rather than targeting individuals personally.

5. Make Respectful Requests, Avoid Demands: When exercising power, communicate your needs or expectations in a polite and considerate manner. Demanding approaches can breed resistance and damage relationships, while respectful requests tend to be received more favorably.

6. Use Coercion as a Last Resort: Coercive power should be employed sparingly and only when other methods have failed. Explore options like persuasion and negotiation first. This helps preserve trust and minimizes negative consequences.

7. Maintain Expertise to Sustain Expert Power: Expert power is rooted in your knowledge and skills. To effectively utilize this power, it’s vital to stay informed and up-to-date in your field. Continuously develop your expertise to maintain credibility and influence.