BOX 8.1 Sources of Power 1. Legitimate (or positional) power is derived from a belief that one has the right to power to make decisions and to expect others to follow them. It is power obtained by virtue of an organizational position rather than personal qualities, whether from a person’s role as the chief nurse officer or the state’s governor. 2. Reward power is based on the ability to compensate another and is the perception of the potential for rewards or favors as a result of honoring the wishes of a powerful person. A clear example is the supervisor who has the power to determine promotions and pay increases. 3. Expert power is based on knowledge, skills, or special abilities, in contrast to positional power. Benner (1984) argues that nurses can tap this power source as they move from novice to expert practitioner. It is a power source that nurses must recognize is available to them. Policymakers are seldom experts in health care; nurses are. 4. Referent power is based in identification or association with a leader or someone in a position of power who is able to influence others and commands a high level of respect and admiration. Referent power is used when a nurse selects a mentor who is a powerful person, such as the chief nurse officer of the organization or the head of the state’s dominant political party. It can also emerge when a nursing organization enlists a highly regarded public personality as an advocate for an issue it is championing. 5. Coercive power is based on the ability to punish others and is rooted in real or perceived fear of one person by another. For example, the supervisor who threatens to fire those nurses who speak out is relying on coercive power, as is a state commissioner of health who threatens to develop regulations requiring physician supervision of nurse practitioners. 6. Information power results when one individual has (or is perceived to have) special information that another individual needs or desires. For example, this source of power can come from having access to data or other information that would be necessary to push a political agenda forward. This power source underscores the need for nurses to stay abreast of information on a variety of levels: in one’s personal and professional networks, immediate work situation, community, and the public sector, as well as in society. Use of information power requires strategic consideration of how and with whom to share the information. 7. Connection power is granted to those perceived to have important and sometimes extensive connections with individuals or organizations that can be mobilized. For example, the nurse who attends the same church or synagogue as the president of the home health care agency, knows the appointments secretary for the mayor, or is a member of the hospital credentialing committee will be accorded power by those who want access to these individuals or groups. 8. Persuasion power is based in the ability to influence or c ...

1. BOX 8.1 Sources of Power
1. Legitimate (or positional) power is derived from a belief that
one has the right to power to make decisions and to expect
others to follow them. It is power obtained by virtue of an
organizational position rather than personal qualities, whether
from a person’s role as the chief nurse officer or the state’s
governor.
2. Reward power is based on the ability to compensate another
and is the perception of the potential for rewards or favors as a
result of honoring the wishes of a powerful person. A clear
example is the supervisor who has the power to determine
promotions and pay increases.
3. Expert power is based on knowledge, skills, or special
abilities, in contrast to positional power. Benner (1984) argues
that nurses can tap this power source as they move from novice
to expert practitioner. It is a power source that nurses must
recognize is available to them. Policymakers are seldom experts
in health care; nurses are.
4. Referent power is based in identification or association with
a leader or someone in a position of power who is able to
influence others and commands a high level of respect and
admiration. Referent power is used when a nurse selects a
mentor who is a powerful person, such as the chief nurse officer
of the organization or the head of the state’s dominant political
party. It can also emerge when a nursing organization enlists a
highly regarded public personality as an advocate for an issue it
is championing.
5. Coercive power is based on the ability to punish others and is
rooted in real or perceived fear of one person by another. For
example, the supervisor who threatens to fire those nurses who
speak out is relying on coercive power, as is a state
commissioner of health who threatens to develop regulations
requiring physician supervision of nurse practitioners.
6. Information power results when one individual has (or is

2. perceived to have) special information that another individual
needs or desires. For example, this source of power can come
from having access to data or other information that would be
necessary to push a political agenda forward. This power source
underscores the need for nurses to stay abreast of information
on a variety of levels: in one’s personal and professional
networks, immediate work situation, community, and the public
sector, as well as in society. Use of information power requires
strategic consideration of how and with whom to share the
information.
7. Connection power is granted to those perceived to have
important and sometimes extensive connections with individuals
or organizations that can be mobilized. For example, the nurse
who attends the same church or synagogue as the president of
the home health care agency, knows the appointments secretary
for the mayor, or is a member of the hospital credentialing
committee will be accorded power by those who want access to
these individuals or groups.
8. Persuasion power is based in the ability to influence or
convince others to agree with your opinion or agenda. It
involves leading others to your viewpoint with data, facts, and
presentation skills. For example, a nurse is able to persuade the
nursing organization to sponsor legislation or regulation that
would benefit the health care needs of her specialty population.
It may be the right thing to do, but the nurse uses her skills of
persuasion for her own personal or professional agenda.
9. Empowerment arises from any or all of these types of power,
shared among the group. Nurses need to share power and
recognize that they can build the power of colleagues or others
by sharing authority and decision making. Empowerment can
happen when the nurse manager on a unit uses consensus
building when possible instead of issuing authoritative
directives to staff or when a coalition is formed and adopts
consensus building and shared decision making to guide its
process.