1. 4210- Power and Assertiveness Presented by Teri Pierce, MSN, RN Nursing 401 Rev F10

2. Learning Objectives The learner will: differentiate among different types of power. understand the authority-power gap. identify ways to empower employees. understand the politics of power identify and use appropriate strategies to increase his or her personal power base learn assertiveness tips and techniques

3. Definitions Power – that which enables one to accomplish goals. Authority – right to command, comes with formal position in an organization Politics – art of using legitimate power wisely Empowerment –to enable, develop or allow

4. Types of Power Coercive – punishment – opposite of reward Reward – ability to grant favors or rewards – Managers who do this tend to have loyal employees Expert – having knowledge, expertise or experience – Because you know what to do, you get to make the decisions Legitimate – power of the position

5. Types of Power Referent – power by association – Other’s perception, people identify with what you symbolize. Physicians are thought of to have power, just because they’re doctors… We give our mentors power because we respect them. Also includes charisma Informational – have information others need Credibility – objectively determined truthfulness, follow through – You’re reliable, one of the biggest ways leaders can influence others. If you lose your credibility, you lose your power Self – power gained over one’s own life – Gained thru reflection and maturity and thinking about what you mean and who you are blah blah blah

6. Authority-Power Gap The more power the subordinate believes the manager to have, the smaller the gap Small gap – effective, efficient unit Wide gap – organizational chaos Bridging the gap – Employees need ot think you are doing a good job as a manager and that you have their best interest in line, they’re not being controlled by you. – You’d rather under promise than over promise.

7. Empowering Employees Must have responsible employees Organization must be committed (to the employees) Manager willing to help employees grow Eliminate barriers – Queen bee syndrome Manager must role model Develop employee power bases

8. Building a Power Base Maintain life-work balance Develop power attributes Strive to make a contribution Learn from others Understand the organization Increase knowledge and skills Be visionary Be flexible

9. Politics of Power Power, once gained, is not indefinite Read the environment- new employees Beware of the facts – “Political Suicide” – lying to someone Be proactive Expand personal resources – Keep options open

10. Politics of Power Develop political alliances – Networking Be sensitive to timing Don’t forget the ‘little guy’ Align your goals with the organization’s goals – Present solutions, not just problems

11. Assertive Communication The ability to express positive and negative feelings in an open and honest way that doesn’t infringe on other people’s rights. Allows for constructive confrontation and mutual problem resolution Advantages – increases self esteem, can lead to mutual respect, reduces anxiety, keeps us from being taken advantage of by other people Disadvantages – Can have negative consequences (others don’t like what you’re saying), causes conflict that has to be dealt with. Also, just because you’re assertive doesn’t mean you always get what you want. Characteristics of assertive communication – ‘I’ statements Keeps focus on the problem, not on the person. Not a personal attack

12. Assertiveness Myths It is uncaring to be assertive If someone says ‘no’ to my request, they don’t like or love me I shouldn’t have to say what I need – people close to me should know

13. Assertive Statements 3 Parts – Empathy-validation Try to say something that shows your understanding of the other person’s feelings – State the problem This piece describes your difficulty or dissatisfaction – State what you want Specific request for a specific change in the other person’s behavior

14. Assertiveness Tips Use assertive body language Use “I” statements Use facts, not judgments Make clear, direct requests

15. Techniques for Difficult Situations Broken record – Keep repeating what you said in a low, pleasant voice Fogging – Way to deflect negative criticism and avoid a fight, agree with part of the statement but retain your right to chose your behavior and continue to support your argument Defusing – If someone is very angry, you let them cool down before you talk about the issue Content to Process Shift – Stop talking about the problem, and bring up what the person is acting like right now Assertive inquiry/stop action – Similar to above, say wait a minute (stop the action) and then ask, Dr. Jones, what is the real problem here? Summarization – Summarizing what has been said

16. "The Power of ONE" Video from You Tube

17. References Marquis, B.L., & Huston, C.J. (2009). Leadership roles and management functions in nursing: Theory and application (6 th ed.). Philadelphia: Lippincott, Williams, & Wilkins. Google Images You Tube