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Discussion Board Rebuttal 3

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Discussion Board Rebuttal 3 

(Discussion Board Rebuttal 3)

Discussion Board Rebuttal 

The author offers a compelling argument and a description of the different forms of power, including legitimate, referent, coercive, reward, and expert power. Legitimate power is associated with an individual’s formal right to lead, make demands, expecting others to obey and comply. Legitimate powers include formal organizational positions, political positions, and acceptance of social structure and culture.1 Reward power is associated with an individual’s ability to compensate another for compliance or obedience. Most managers in an organization can exercise reward power towards their subordinates because they are more influential. Referent power is linked to an individual’s perceived attractiveness, worthiness, or respect by others.1 Anyone can exercise coercive power, but mostly those in leadership positions, with common approaches being threats of malice and other forms of punishments for noncompliance. Every expert has expert power, but the approach to applying it differs because most tend to limit knowledge sharing to avoid diminishing power. (Discussion Board Rebuttal 3 )

In the specific case study, I agree that Joe, the manager has legitimate power attributed to his position in the company. However, I would like to differ that Joe has coercive and reward power because no evidence is provided to support this argument. Although Joe is the manager, he is good at helping people and wants what is best for everyone and the company, implying that he is not coercive. Also, no information is provided to indicate Joe’s reward or promise of reward for compliance or behavior. Despite the lack of information demonstrating coercive and reward powers, Joe’s position gives him the ability to exercise these forms of power. However, Betty demonstrates expert power to the full extent by limiting knowledge sharing regarding the complex electronic health records software, which she has the highest level of knowledge about at the company. Betty demonstrates expert power over everyone, including Joe, knowing that she is talented and Joe has minimal power over her. Joe also understands that Betty is crucial to the company, and he can do little to convince Betty to train the three new employees. Betty also knows that sharing knowledge with everyone regarding the software would diminish her power, although it would be bad for the company. Conclusively, existence of power is felt or recognized when exercised. (Discussion Board Rebuttal 3)

References

  1. Kovach M. Leader Influence: A Research Leader Influence: A Research Review of Fview of French & Raench & Raven’s (1959) s (1959) Power Dynamics. The Journal of values_Based leadership, 2020;13. https://scholar.valpo.edu/jvbl/vol13/iss2/15/
 
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240400 Discussion Board Rebuttal

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(240400 Discussion Board Rebuttal)

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240400 Discussion Board Rebuttal

Discussion Board Rebuttal

The author offers a compelling discussion and reflection on a difficult decision made at the workplace. The workplace is dynamic, and as providers, we experience toxic working environments due to factors such as negative coworkers or individuals lacking the right attitude for the job. Everyone should perform their duty to the best of their ability and employ the right attitude while executing tasks. Dealing with negative coworkers on a daily basis is typical in any working environment and an unfortunate necessity.1 A negative attitude can significantly damage the overall morale of the working environment because it makes tasks seem impossible, take longer time to complete, and makes care uncoordinated. Nonetheless, we should develop interventions to curb such situations and encourage the right attitude at work.

Such attitudes can result from the pressuring nursing environment and other workplace factors, including burnout, compassion fatigue, conflict with patients and colleagues, overwhelming workloads, and working overtime, which have a damaging impact on job satisfaction. Before deciding to fire an employee for not having the right attitude, it is vital for the management to employ other avenues and determine factors contributing to such an attitude.1 It is imperative to analyze the workplace, inquire from other providers regarding the perception of the working environment, and determine any internal or external factors contributing to the situation. Sometimes, the work environment is at fault, and management can seek approaches to improve the work environment and help the problematic employee improve her attitude. In such a situation, as a provider, you needed to remain calm, recognize things you cannot change, speak up when necessary, with the sole purpose of helping the specific employee, avoid the gossip game, and engage other coworkers and leadership in talking to the employee to understand the situation from her perspective and seek ways to help the employee improve her attitude.(240400 Discussion Board Rebuttal)

References

  1. Marshall K. Tips for RNs dealing with negative coworkers. AMN Healthcare. 2020. https://www.americanmobile.com/nursezone/career-development/tips-for-rns-dealing-with-negative-coworkers/
 
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Discussion Board Rebuttal 2

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Discussion Board Rebuttal 2

(Discussion Board Rebuttal 2)

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Discussion Board Rebuttal

The author offers a compelling take and argument on Lars Sudman’s perception of leadership in Utopia. According to Sudman, even in Utopia, humans will be social and social beings form groups, and groups call for leadership. It indicates that leadership is integral even in the most perfect place. However, the approach to being a leader begins with leading oneself. Just like nurses cannot care for others adequately without caring for themselves first, leaders should self-lead before leading others. Regarding this article, the author provides valid points that I agree with and are right, according to Sudman. However, I consider effective leadership as beginning with a sense of purpose.1 The elements provided in the article are simply strategies to improve leadership quality and effectiveness. (Discussion Board Rebuttal 2)

Despite the need to self-lead, self-reflect, and self-regulate, great leaders have a sense of purpose, and that purpose is a greater tool for becoming an effective leader than any other approach.1 While self-leading, a leader needs a purpose because you cannot lead yourself without it. For instance, the example provided regarding the manager who failed to solve the provider-nurse conflict at the office focuses on the leader’s lack of self-regulation and, therefore, unable to see the fault in others. I will argue that, first, this manager lacked a sense of purpose and did not understand his role as a manager in the first place. Qualities like self-leadership, self-reflection, and self-regulation cannot be effective in unpredictable situations like provider-nurse conflict because leaders face new circumstances and scenarios daily, and they cannot wait until they self-reflect to address the issues accordingly. However, when one has an in-depth understanding of his role as a leader, then this purpose would guide appropriate response to unprecedented circumstances regardless of whether the leader has experienced a situation before or not.1  (Discussion Board Rebuttal 2)

References

  1. Craig N, Snook SA. From purpose to impact. Harvard Business review. 2018. https://hbr.org/2014/05/from-purpose-to-impact https://hbr.org/2014/05/from-purpose-to-impact
 
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