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d.).
4. What type of power does Cathy, the unit manager, possess? What about each of the charge nurses? Give examples from the case study to defend your choices. She ordered that all the nurses determine the top three reasons for the decline and deal with the issue by increasing the ratings. Three charge nurses, Sherrie, Linda and Tracy, were appointed to help with this process by involving their subordinates. Sherrie obtained total response by involving all her subordinates and choosing the majority three reasons in a review meeting. While Linda's effectiveness in unknown, she chose the reasons independently and communicated to only a section of her subordinates and asked the rest to talk to Cathy individually. Tracy was also effective in obtaining total participation and response by giving the nurses the free-will to identify the reasons and submit them separately.
As the nurse in charge of the intermediate care unit, Cathy Jones had position or coercive powers brought by her job description and responsibilities as the unit manager. Cathy's position power can also be considered as legitimate power because of her responsibilities within the hospital. Similar to Cathy, the three charge nurses also had coercive powers since they were to make their subordinates identify the reasons for decline because of their positions in the hospital.
5. Describe situations when you apply the different types of power. Use examples from home, school, work, etc.
Legitimate and reward powers are applicable at school and home where parents and teachers have the right to instruct children respectively and reward those with good behaviors. At work places, these powers are applicable when the management provides employee goals and reward the top performing workers. Coercive powers are also applicable at school and work where teachers punish disobedient students and an organization suspends a worker respectively.
References:
Roskoski, J. (n.d.). Leadership Styles in Nursing Management. Retrieved September 11, 2011,
from http://www.ehow.com/list_6513772_leadership-styles-nursing-management.html
Zerwekh, J., & Claborn, J.C. (2009). Nursing Today: Transitions and Trends (6th ed.). St. Louis:
Saunders Elsevier.
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