C HAPTER 13: O RGANIZATIONAL ,
P OLITICAL , AND P ERSONAL P OWER
1. A manager has issued a directive to nursing staff about improving the
timeliness of their documentation. Most nurses have failed to make a
change in their practice, however. The manager should consider what
potential cause of this failure to act?
a. Leadership–subordinate conflict
b. Manager–subordinate gap
c. Administrator –power differential
d. Authorit y–power gap
ANS: D
Feedback:
The gap that sometimes exists between a position of authority and
subordinate response is called the authority–power gap. None of other
options is the term used to identify the described power gap.
PTS: 1 DIF: Easy REF: Page: 330 OBJ: 4 NAT:
Client Needs: Safe and Effective Care Environment: Management
of Care TOP: Chapter Number: 13: Title : The Authorit y–
Power Gap KEY: Integrated Process: Nursing Process BLM:
Cognitive Level: Remember NOT: Multiple Choice
2. A new manager is confused why nurses are not heeding her directions in
, the workplace. What strategy is most appropriate when attemptin g to
resolve this problem?
a. Assure the nurses that she has their best interests in mind.
b. Ignore the issue and reintroduce the directions in 6 to 8 weeks.
c. Hold a meeting to remind staff that they are under the manager’s
authorit y.
d. Bring in an outside consult ant to have one-on-one conversations
with staff.
ANS: A
Feedback:
One effective strategy for bridging the authorit y –power gap is to assure
subordinates that the manager cares about them and has their best
interests in mind. It would be inappropriate t o ignore this issue, and
overt displays of authorit y should be avoided whenever possible.
Bringing in an outside consultant would be considered an action of last
resort and is not a usual response to the authorit y –power gap.
PTS: 1 DIF: Moderate REF: Page: 331 OBJ: 4 | 5
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 13: Title:
Bridging the Authority–Power Gap KEY: Integrated Process:
Nursing Process BLM: Cognitive Level: Appl y NOT: Multiple
Choice
3. A new nurse-manager has set a goal of building a personal power base.
What strategy should the manager choose?
a. Exercise overt displays of power to subordinates whenever possible.
, b. Seek to become highly visible in the organization.
c. Take every opportunit y to coll aborate with physicians.
d. Initiate dialogues with colleagues about the relationship between
gender and power.
ANS: B
Feedback:
Increasing visibilit y and voice is a key strategy for managers who wish
to expand their power base. Overt displays of power sh ould be avoided
whenever possible. Collaboration at all levels is beneficial, but there is
no reason to prioritize collaboration with physicians in particular.
Talking about gender and power with colleagues is not likel y to cause
an increase in the manager ’s power base.
PTS: 1 DIF: Moderate REF: Page: 341 OBJ: 5
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 13: Title:
Develop Visibilit y and a Voice in the Organization KEY:
Integrated Process: Nursing Pro cess BLM: Cognitive Level:
Appl y NOT: Multiple Choice
4. The manager has been experiencing challenges working with a nurse who
has a history of making unsympathetic comments about clients to other
nurses. The manager has tried various strategies for changin g the nurse’s
behavior with little effect. The manager feels that an application of
coercive power is now appropriate. What action will the manager most
likel y take?
a. Change the nurse’s client care assignment.
P OLITICAL , AND P ERSONAL P OWER
1. A manager has issued a directive to nursing staff about improving the
timeliness of their documentation. Most nurses have failed to make a
change in their practice, however. The manager should consider what
potential cause of this failure to act?
a. Leadership–subordinate conflict
b. Manager–subordinate gap
c. Administrator –power differential
d. Authorit y–power gap
ANS: D
Feedback:
The gap that sometimes exists between a position of authority and
subordinate response is called the authority–power gap. None of other
options is the term used to identify the described power gap.
PTS: 1 DIF: Easy REF: Page: 330 OBJ: 4 NAT:
Client Needs: Safe and Effective Care Environment: Management
of Care TOP: Chapter Number: 13: Title : The Authorit y–
Power Gap KEY: Integrated Process: Nursing Process BLM:
Cognitive Level: Remember NOT: Multiple Choice
2. A new manager is confused why nurses are not heeding her directions in
, the workplace. What strategy is most appropriate when attemptin g to
resolve this problem?
a. Assure the nurses that she has their best interests in mind.
b. Ignore the issue and reintroduce the directions in 6 to 8 weeks.
c. Hold a meeting to remind staff that they are under the manager’s
authorit y.
d. Bring in an outside consult ant to have one-on-one conversations
with staff.
ANS: A
Feedback:
One effective strategy for bridging the authorit y –power gap is to assure
subordinates that the manager cares about them and has their best
interests in mind. It would be inappropriate t o ignore this issue, and
overt displays of authorit y should be avoided whenever possible.
Bringing in an outside consultant would be considered an action of last
resort and is not a usual response to the authorit y –power gap.
PTS: 1 DIF: Moderate REF: Page: 331 OBJ: 4 | 5
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 13: Title:
Bridging the Authority–Power Gap KEY: Integrated Process:
Nursing Process BLM: Cognitive Level: Appl y NOT: Multiple
Choice
3. A new nurse-manager has set a goal of building a personal power base.
What strategy should the manager choose?
a. Exercise overt displays of power to subordinates whenever possible.
, b. Seek to become highly visible in the organization.
c. Take every opportunit y to coll aborate with physicians.
d. Initiate dialogues with colleagues about the relationship between
gender and power.
ANS: B
Feedback:
Increasing visibilit y and voice is a key strategy for managers who wish
to expand their power base. Overt displays of power sh ould be avoided
whenever possible. Collaboration at all levels is beneficial, but there is
no reason to prioritize collaboration with physicians in particular.
Talking about gender and power with colleagues is not likel y to cause
an increase in the manager ’s power base.
PTS: 1 DIF: Moderate REF: Page: 341 OBJ: 5
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 13: Title:
Develop Visibilit y and a Voice in the Organization KEY:
Integrated Process: Nursing Pro cess BLM: Cognitive Level:
Appl y NOT: Multiple Choice
4. The manager has been experiencing challenges working with a nurse who
has a history of making unsympathetic comments about clients to other
nurses. The manager has tried various strategies for changin g the nurse’s
behavior with little effect. The manager feels that an application of
coercive power is now appropriate. What action will the manager most
likel y take?
a. Change the nurse’s client care assignment.
