1. POWER AND AUTHORITYPOWER AND AUTHORITY
“The stick, the carrot,
and the hug may all be
necessary, but the
greatest of these is the
hug”—
PRESENTATIONPRESENTATION
ONON

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What is Power And Authority:
Power: is one’s capacity to influence others,
Authority: is the right to direct others.
Source of power ( Types of power )
Reward Power
Legitimate Power
Coercive Power
Referent Power
Expert Power

3. Reward Power
The theory of reward power relies on
the belief that employees are more likely
to perform their job at a high level if they
know rewards are contingent on their
performance. Managers have the power
to control the allocation of these
rewards, which can include pay raises,
bonuses, days off, awards or recognition.
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4. Legitimate Power
Legitimate power is the most simple and
basic source of power in management.
This managerial power stems mainly from
the formal position or role of the
manager in the company. The power and
influence of the manager is seen as fair
and legitimate by the employee because
the power is derived from the manager's
position, experience or status.
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5. Coercive Power
Coercive power is a source of power
that relies on an employee's high
dependency on his job, current pay and
benefits. Managers try to intimidate
employees with reprimand or
punishments such as losing their job or
being demoted; this source of power
leaves employees no choice but to
perform well or risk losing their job.
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6. Referent Power
Referent power is based on the
relationship of the manager and
employee. With this source of power,
employees will work hard and respond
well to a manager's use of power because
of a positive working relationship, strong
emotional bonds or a physical attraction.
The source of referent power is more of
an employee choice rather than a
managerial style or ploy.
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7. Expert Power
Expert power is the source of power that
every manager should strive to achieve.
With expert power, an employee trusts
and believes in everything a manager tells
or asks of them because they see the
manager as having great expertise in the
specific area of business. Managers can get
employees to do almost any activity to
help the business because of the
employee's respect of the manager's
expertise and experience.
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Types Of Authority
LINE AUTHORITY:
The most fundamental authority within an organization,
reflects existing superior-subordinate relationships. It
consists of the right to make decisions and to give
order concerning the production,sales or finance
related behaviour of subordinates.
In general, line authority pertains to matters directly
involving management system production, sales, finance
etc., and as a result with the attainment of objectives.
People directly responsible for these areas within the
organization are delegated line authority to assist them
in performing their obligatory activities.

9. STAFF AUTHORITY:
Staff authority consists of the right to
advise or assist those who possess line
authority as well as other staff personnel.
Staff authority enables those responsible
for improving the effectiveness of line
personnel to perform their required
tasks.
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10. FUNCTIONAL AUTHORITY:
Functional authority consists of the right to give orders
within a segment of the organization in which this right
is normally non existent.
This authority is usually assigned to individuals to
complement the line or staff authority they already
possess.
Functional Authority generally covers only specific task
areas and is operational only for designated amounts of
time. It is given to individuals who, in order to meet
responsibilities in their own areas, must be able to
exercise some control over organization members in
other areas.
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Techniques for Building power:
1. Expand personal resources by:
a. Self awareness
b. Vitality
c. Resilience
d. Mental and emotional strength
e. The ability to take risks
* building resources in any of these areas will increase
personal power

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Techniques for Building power.. Cont..
2. Present a powerful picture to others :
(look, act, and talk )
Ex. The nurse who stands tall and is poised (ready),
assertive, articulate, and well-groomed presents
a picture of personal control and power .
3- Determine the powerful in the organization :
Understanding and working within both the
formal and informal power structure is
necessary.
The powerful individuals in the informal structure
are often more difficult to identify than those in the
formal.

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Techniques for Building power.. Cont..
4- Learn the language and symbols of the
organization:
New members must understand and
socialize with organizational culture and
value system to build power.
6- Increase professional skills and
knowledge.
performance must be extraordinary to
enhance power.
 Excellence that reflects knowledge and skill
enhances a nurse’s credibility and determines
how they are viewed by others

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Techniques for Building power.. Cont..
7- Use experts and seek counsel:
By looking to others for advice and
counsel
8- Develop visibility and a voice in the
organization :
Newcomers must become active in
committees or groups and develop
observational, listening and verbal skills.

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Techniques for Building power.. Cont..
9- Learn to toot your own horn:
- Self-respect: one who is talented and
unique.
10- Maintain a sense of humor:
Appropriate humor is very effective.

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Techniques for Building power.. Cont..
12- Empower other :
- Leaders need to empower others and
followers must empower their leaders.
- Women are frequently bitter and envious
of other woman, they withhold support
and openly attack.
- Nurses do not gain their share of power
because they allow others to divide them
and weaken their base.

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Techniques for Building power.. Cont..
Some leaders don't teach others and not
want to see others succeed. These
individuals have been termed the queen
bee syndrome.
- The queen bee wants to be the main
attraction and desires that subordinates
remain powerless.
- Power bring more power, while powerlessness
generate more powerlessness.
(the end)
 Liladhar Sankhala
+919784865232