The Relationship between Power Bases and Influence Tactics of First-Line Nurse Managers

Abstract

Background: As the role of first-line nurse managers (head nurses) has evolved into which is clearly managerial, the issue of power and influence has become more crucial for success in their managerial position. Building a strong power base and developing effective influence tactics to produce power dynamics is an important leadership challenge to get things done. Purpose: This study aimed to investigate the relationship between power bases and influence behaviors as perceived by first-line nurse managers. Methods: The study conducted at all in-patient care units at five hospitals at Alexandria governorate. All first-line nurse managers (N = 100) who are working in these hospitals were included. Power-Base Scale was used to measure interpersonal power bases and Influence Behavior Questionnaire (IBQ -R) was used to measures influence tactics utilized by first-line nurse managers with their staff. Result: The findings of this study revealed a positive significant correlation between overall power bases and overall influence tactics first-line nurse managers perceived they utilized where (r= 0. 317, p= 0.001). First-line nurse managers perceived that their expert, legitimate and referent powers are the most frequently power bases they possessed in their positions. In addition, they are most likely to influence their subordinates with tactics of rational persuasion, inspirational appeal and collaboration. Conclusion and implications for practice: Nurse Managers should demonstrate the advantage of controlling a broad range of power bases and know well the appropriate power base to use in each situation and how to exercise influence behaviors skillfully to attain the desired goals.

Keywords: Power Bases, Influence tactics, power and influence, first-line nurse managers.