Running head: MANAGEMENT OF POWER 1
Management of Power
Melanie M. Parks
Chamberlain College of Nursing
NR531: Nursing Leadership in Healthcare Organization
January 2018
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:05:13 GMT -05:00
https://www.coursehero.com/file/31676013/Week5-NR531Management-of-Power-Reviseddocx/
, MANAGEMENT OF POWER 2
Too much Power?
Power is defined as the capacity to act or the strength and potency to accomplish
something gives one the potential to change the attitudes and behaviors of individual people and
groups (Marquis & Houston, 2017). Power can be effectively used to build the development of
the leader, the staff, and their contribution to the overall development of the organization. Power
is intended to be used in a manner to better the leader and their team. Reward power stems from
the perception that employers have of their administrators in terms of their ability to use both
extrinsic and intrinsic rewards to control others (Ozcan et al., 2014). The purpose of this paper
will be to provide supportive evidence of the management of reward power with explanation of
the transformational and transactional leadership theories. Reward power is a motivational tool
used to build respect and loyalty between the staff and leaders and to motivate leadership
expectations and work standards.
Leadership Theory & Supportive Evidence
Both the Transformation and Transactional Leadership Theory support the reward power,
although it is best supported by both. According to Alatawi (2017), transformational leadership
as a process whereby a manager serves to change the status quo by identifying problems in the
current system and providing a new vision of what the organization could be. Additionally
supported by Bednarova & Komarkova (2017), the transformational leadership focuses on
motivating followers to achieve the desired performance through the transformation of
successive attitudes, beliefs and values rather than gaining compulsion. Piero et al. (2013),
suggests the transformational leadership is particularly effective in increasing organizational
commitment. The transactional theory is when transactions take place between the leader and
the followers with ongoing education, training, and with rewards for the performance of the work
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:05:13 GMT -05:00
https://www.coursehero.com/file/31676013/Week5-NR531Management-of-Power-Reviseddocx/
Management of Power
Melanie M. Parks
Chamberlain College of Nursing
NR531: Nursing Leadership in Healthcare Organization
January 2018
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:05:13 GMT -05:00
https://www.coursehero.com/file/31676013/Week5-NR531Management-of-Power-Reviseddocx/
, MANAGEMENT OF POWER 2
Too much Power?
Power is defined as the capacity to act or the strength and potency to accomplish
something gives one the potential to change the attitudes and behaviors of individual people and
groups (Marquis & Houston, 2017). Power can be effectively used to build the development of
the leader, the staff, and their contribution to the overall development of the organization. Power
is intended to be used in a manner to better the leader and their team. Reward power stems from
the perception that employers have of their administrators in terms of their ability to use both
extrinsic and intrinsic rewards to control others (Ozcan et al., 2014). The purpose of this paper
will be to provide supportive evidence of the management of reward power with explanation of
the transformational and transactional leadership theories. Reward power is a motivational tool
used to build respect and loyalty between the staff and leaders and to motivate leadership
expectations and work standards.
Leadership Theory & Supportive Evidence
Both the Transformation and Transactional Leadership Theory support the reward power,
although it is best supported by both. According to Alatawi (2017), transformational leadership
as a process whereby a manager serves to change the status quo by identifying problems in the
current system and providing a new vision of what the organization could be. Additionally
supported by Bednarova & Komarkova (2017), the transformational leadership focuses on
motivating followers to achieve the desired performance through the transformation of
successive attitudes, beliefs and values rather than gaining compulsion. Piero et al. (2013),
suggests the transformational leadership is particularly effective in increasing organizational
commitment. The transactional theory is when transactions take place between the leader and
the followers with ongoing education, training, and with rewards for the performance of the work
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:05:13 GMT -05:00
https://www.coursehero.com/file/31676013/Week5-NR531Management-of-Power-Reviseddocx/
